IBM Mobile Business Event – Client Successes

IBM Mobile Business Event – Client Successes

 IBM Mobile Business Event - Client Successes
Geo /
Customer Name Country Industry Synopsis
A GMU, Telecommunications A leading telecommunications
Telecommunications Singapore company based in Singapore
Provider improves customer satisfaction
and enhances customer service
when it works with IBM Global
Technology Services -
Integrated Technology Services
to implement a new queue
management solution using IBM
System x servers,IBM
WebSphere software, and
Aberdeen Proving NA Government Aberdeen Proving Ground saves
Ground (APG) millions of dollars with IBM and
MCFA Energy Management
initiative
Advanced Info NA Computer Services AIS implements ITIL best
Service Public practices with IBM IT Service
Company Limited Management solutions.
(AIS)
Allied Mills NE IOT Consumer Products A leading food manufacturer and
producer in the UK engages IBM
Business Partner Vetasi to
upgrade its system with IBM
Maximo Asset Management
providing enhanced visibility of
asset performance at both
individual sites and group levels;
resulting in improved reliability,
increased production line
efficiency
Analysis Mason: NE IOT Professional Services; A telecommunication service
Telecommunications provider in the United Kingdom
is able to provide excellent
customer service when it
leverages IBM Cognos TM1
software to increase its
operational performance in order
to act quickly for new market
opportunity
Anhui Mobile GMU, Telecommunications A wireless service provider in
China China improves productivity and
reduces development costs
when it deploys IBM Rational
Change and IBM Rational
Synergy software to improve its
software development
processes in order to meet the
market demands
Asian Mobile GMU, Telecommunications Major Asian telecommunications
Telecom Company Taiwan carrier hopes to sell more value-
added services after IBM Global
Business Services implements a
first-of-its-kind comprehensive,
dynamic information integration
and analysis solution from IBM
Research
Offerings /Services /Solutions Page Number
System x: System x3450, GTS ITS
SOA Infrastructure, GTS ITS Unified 9
Communications & Collaboration & the
Mobile Enterprise, GTS ITS
Middleware: SOA Integration Services,
GTS ITS End User: Platform
Integration & Deployment Services,
GTS ITS Server: Server Product
Services for Microsoft, GTS ITS
Server: Server Product Services for
System x, GTS Maintenance &
Technical Support: Managed Support,
WebSphere Application Server
Community Edition, Business-to-
Consumer, Smarter Planet, New
Intelligence / Information & Analytics,
Enabling Business Flexibility
Maximo Mobile Work Manager,
Maximo Asset Management, 10
Managing Business Infrastructure,
Service Management
Tivoli Business Systems Manager,
Tivoli Configuration Manager, Tivoli 12
Enterprise Console, Tivoli Monitoring,
Tivoli NetView
Maximo Asset Management, Asset
Management, Managing Business 16
Infrastructure, Service Management,
Dynamic Infrastructure, Smart Work,
Smarter Planet
Cognos TM1, Business Continuity,
Business Intelligence, Leveraging 20
Information, Business Analytics
Rational Change, Rational Synergy,
Application Design-Build-Manage, 24
Development & Technology Adoption,
Enabling Business Flexibility,
Infrastructure Simplification,
Optimizing IT, Product Lifecycle
Management
Telecom: Business Intelligence,
Telecom: Business Support Systems
Transformation, GBS CRM: Business
Intelligence, IBM Research, New
Intelligence / Information & Analytics,
Smarter Planet
28
 IBM Mobile Business Event - Client Successes

Geo /
Customer Name Country Industry Synopsis Offerings /Services /Solutions Page Number
Asian Paints GMU, Retail Asian Paints revitalizes field Lotus Symphony, Lotus Expeditor
India sales and productivity with IBM
Lotus solutions
29
Bharti Airtel GMU, Telecommunications Bharti Airtel manages 110 WebSphere Portal, WebSphere
India million subscribers like Business Services Fabric, WebSphere 31
clockwork with IBM solution Application Server, Cognos 8
Business Intelligence, Information
Management, Business-to-Business,
Business-to-Consumer, Business
Performance Transformation,
Consolidated Operations
Management, Customer Relationship
Management, Development &
Technology Adoption, Information On
Demand, Operational Management,
Service Oriented Architecture
Bharti Airtel GMU, Telecommunications Bharti Airtel grows at a stunning WebSphere MQ, WebSphere
India pace by keeping its focus on the Business Integration Server, Storage: 35
customer. Enterprise Storage Server, System p,
System x, GBS SOA IBM Design
Services, GBS SOA Implementation
Services, GTS Maintenance &
Technical Support: Software Support,
GTS Maintenance & Technical
Support: Solution Support, GTS
Strategic Outsourcing, IBM Global
Business Services, IBM Global
Services, GBS, Business-to-
Consumer, C-suite, Enabling Business
Flexibility, Innovation that matters,
Optimizing IT, Service Oriented
Architecture, Smarter Planet,
Transforming Business, Telecom:
Service Provider Strategic
Transformation
BP Australia GMU, Energy & Utilities Retail IBM, Retriever Communications Maximo Asset Management, Storage:
Australia Telecommunications help BP Australia speed data DS3300, System x, Accessibility, 39
collection for faster analysis and Asset Management, Business-to-
decision-making Business, Business-to-Consumer,
Business Continuity, Business
Intelligence, Business Performance
Transformation, Business Process
Management (BPM), Business
Resiliency, Customer Relationship
Management, Data Sharing, Database
Management, Enabling Business
Flexibility, Enterprise Content
Management, High Availability,
Information Integration, Infrastructure
Simplification, Integrated Data
Management, IT Optimization,
IT/infrastructure, Leveraging
Information, Managing Business
Infrastructure, Optimizing IT,
Transforming Business, Transforming
IT, Wireless, Educ: Technology
Infrastructure, E&U: Customer
Operations Transformation, Retail:
Retail Operations

Caritas der Diözese NE IOT, Government Caritas der Diözese Linz Lotus Domino, Lotus Notes,
Linz Austria extends a helping hand with IBM Accessibility, Empowering People, 43
Lotus Notes Traveler Enabling Business Flexibility
 IBM Mobile Business Event - Client Successes

Geo /
Customer Name Country Industry Synopsis Offerings /Services /Solutions Page Number

China Telecom GMU, Telecommunications A large mobile
China telecommunications services
provider in China streamlines its
product innovation process and
accelerates product
development when it works with
IBM Software Services for Lotus
to implement a solution based
on IBM Lotus Connections
software hosted on IBM
WebSphere Application Server
solution
City of Nettuno SW IOT Government City of Nettuno - Facilitating
(Comune di access for the disabled
Nettuno) community
Delphi NA Travel & Transportation Delphi unites global teams for
more cost-effective component
reuse with Rational DOORS.
DHL Express NE IOT Travel & Transportation DHL Express Germany
Germany
EMT GMU, Telecommunications EMT gains more flexible,
Estonia responsive campaign
management with an IBM
WebSphere ILOG JRules
solution from Webmedia
French SW IOT Telecommunications Drives increased sales revenue
Telecommunications by automatically making
Company customers more aware of
products that may interest them ·
Creates a compelling,
customized consumer
experience that generates
loyalty and repeat business
Globe Telecom GMU, Telecommunications Globe Telecom: Gaining
Philippines marketing agility with smart
promotions
Hartman Rauta Oy NE IOT Construction / Hardware retailer increases
Architecture / mobile messaging security and
Engineering Consumer flexibility while improving
Products Industrial integration with IBM Lotus
Products Retail
System x: System x3650, Telecom:
Service Delivery Platforms (SDP), 47
Software Services for Lotus, DB2 for
Linux, Lotus Connections, WebSphere
Application Server, Cloud Computing,
Collaborative Innovation, Data
Serving, Leveraging Information,
Smarter Planet
DB2 Everyplace, Information
Management, GTS Integrated 48
Technology Services, Smarter Planet
Rational DOORS
50
Cognos 8 Go! Mobile, Cognos 8
Business Intelligence, InfoSphere 54
DataStage, Informix Warehouse,
Information Management, Business
Intelligence
WebSphere ILOG JRules, Business
Process Management (BPM), 58
Telecom
Storage: EXP3000, System x: System
x3200, WebSphere Commerce 62
Business Edition, Smarter Planet, New
Intelligence / Information & Analytics,
Smart Work
WebSphere Integration Developer,
WebSphere Process Server, 63
WebSphere Enterprise Service Bus,
WebSphere Service Registry and
Repository, WebSphere Telecom Web
Services Server, Tivoli Access
Manager for e-business, Rational
Functional Tester, Rational
Performance Tester, Rational Service
Tester for SOA Quality, Rational
Application Developer for WebSphere
Software, Rational Software Architect
for WebSphere Software, BladeCenter
JS12 Express, BladeCenter JS22
Express, Blue Razor, Business
Integration, Openness, Security,
Service Management, Service
Oriented Architecture, Smarter Planet,
Systems & Network Management,
Web Services
Lotus Mobile Connect, Lotus Quickr,
Lotus Notes, System i: i5 Server 69
 IBM Mobile Business Event - Client Successes

Geo /
Customer Name Country Industry Synopsis Offerings /Services /Solutions Page Number
Idea Cellular GMU, Telecommunications This leading GSM mobile Cognos 8 BI, DB2 Enterprise,
India service operator built a platform Managing Business Infrastructure, 71
based on IBM Information New Intelligence / Information &
Management software that Analytics, Service Management,
enabled it to grow to 60 million Smarter Planet, Business Intelligence,
subscribers in two years by Leveraging Information, Business
emphasizing operational Analytics
efficiencies, implementing an
interactive voice response (IVR)
system, finding new revenue
streams to comp
Iskratel GMU, Telecommunications Iskratel more than doubles call IBM solidDB, Information
Slovenia processing capacity with IBM Management, Database Management 72
solidDB to service 2 million calls
at peak hours
Large US Wireless NA Telecommunications A U.S. wireless service provider Tivoli Netcool/Proviso, Business-to-
Provider works with IBM Business Consumer, Business Continuity, 74
Partner Softential to implement Business Service Management,
an Integrated Service Automation, Systems & Network
Management solution based on Management, Asset Management,
IBM Tivoli Netcool/OMNIbus and Business Analytics and Optimization
IBM Tivoli Netcool Performance (BAO), Data Warehouse, Enterprise
Manager software, which helps Resource Planning, New Intelligence /
capture data from thousands of Information & Analytics, Next
geographically dispersed Generation Networks, Smart Products
devices and Services, Smarter Planet
mBlox NE IOT Telecommunications mBlox builds a service-oriented WebSphere Business Modeler,
architecture with Prolifics and WebSphere Portal, Rational 75
IBM RequisitePro, WebSphere Process
Server, Rational Software Architect for
WebSphere Software, Development &
Technology Adoption, Enabling
Business Flexibility, Optimizing IT,
Service Oriented Architecture,
Transforming IT
Merge Healthcare NA, Healthcare Merge Healthcare provides Rational Change, Rational Synergy
Canada doctors with easy, centralized 79
access to medical images, even
from a smart phone
Mobitel GMU, Telecommunications Mobitel to lower costs, boost WebSphere Application Server
Slovenia competitiveness with IBM Network Deployment, WebSphere 81
WebSphere Dynamic Process Business Services Fabric, WebSphere
Edition Components Business Monitor, WebSphere
Business Modeler, WebSphere
Process Server, WebSphere Service
Registry and Repository, WebSphere
Dynamic Process Edition, Business
Process Management (BPM),
Enabling Business Flexibility, Service
Oriented Architecture
Moosejaw NA Retail Moosejaw Mountaineering DB2 9 for Linux, UNIX and Windows,
Mountaineering reaches new heights of WebSphere Remote Server for Retail, 85
customer engagement through WebSphere Commerce - Express,
social commerce SurePOS 500 Series, Information
Management, GTS Integrated
Technology Services, Business-to-
Consumer, Collaborative Innovation,
Enabling Business Flexibility, Industry
Framework, Leveraging Information,
Small & Medium Business, Smarter
Planet, Transforming Business, Retail:
Multi-Channel Retail, Retail: Retail
Business Intelligence
Multinational NE IOT Healthcare; Life A multinational medical supply LotusLive, Smarter Planet, New
Medical Products Sciences company in Switzerland works to Intelligence / Information & Analytics, 89
Company fight malaria in sub-Saharan Smart Work
Africa by helping to reduce drug
shortages with a solution
managed by IBM
 IBM Mobile Business Event - Client Successes

Geo /
Customer Name Country Industry Synopsis Offerings /Services /Solutions Page Number
Mxtran GMU, Computer Services Mxtran connects consumers with Rational ClearQuest, Rational
Taiwan Fabrication & Assembly mobile commerce using IBM Software Architect for WebSphere 90
Lotus Expeditor Software, Lotus Expeditor, Storage:
DS4800, GTS ITS Integrated
Communications: Mobility & Wireless,
GTS ITS Integrated Communications:
RFID Services, Smarter Planet
PT Excelcomindo GMU, Telecommunications PT Excelcomindo improves Tivoli Netcool Performance Manager
Pratama (XL) Indonesia service quality with for Wireless, Tivoli Netcool/OMNIbus, 96
comprehensive network fault Netcool/OMNIbus, Managing Business
and performance management Infrastructure, Service Management,
systems ... an IBM QuickView Small & Medium Business, Systems &
Network Management
Shinhan Card GMU, Financial Markets Shinhan Card secures Korea’s DB2 Enterprise 9, DB2 Enterprise
Korea mobile credit cards with IBM Server Edition, Tivoli Access Manager 98
software ... An IBM QuickView for e-business, Tivoli Directory Server,
Tivoli Monitoring, WebSphere
Application Server Network
Deployment, Information
Management, Managing Business
Infrastructure, Security, Service
Management
SmarTone- GMU, Telecommunications SmarTone-Vodafone gains Netcool for Wireless User Quality
Vodafone Hong technological advantages with Active Client, Netcool for Wireless 100
Kong IBM Tivoli Netcool software. User Quality Voice Monitor, Netcool
for Wireless Video Quality Data
Monitor, Managing Business
Infrastructure, Systems & Network
Management
Swisscom Mobile NE IOT Telecommunications Swisscom Mobile uses IBM Netcool for Asset Management,
Tivoli Netcool software for 2G Managing Business Infrastructure 104
and 3G wireless and business
service management.
Telecom Argentina GMU, Telecommunications Telecom Argentina transforms IBM-SAP Alliance, IBM Global
Argentina its IT landscape with SAP and Business Services, GBS, Business 108
IBM Global Business Services Intelligence, Enabling Business
Flexibility, Enterprise Resource
Planning, Human Resources,
Information Infrastructure, Information
Integration, Optimizing IT, Total Cost
of Ownership, Web Self Service
Telecommunications GMU, Telecommunications A telecommunications GTS Strategic Outsourcing: IT
infrastructure India infrastructure provider in India Outsourcing Services, Tivoli 112
provider in India cuts energy use and optimizes Netcool/Portal, WebSphere
the performance of the passive Application Server, Infrastructure
infrastructure of its cellular Simplification, Networking,
towers when it works with IBM Automation, Systems & Network
Global Technology Services and Management, Learning and Training,
IBM Software Group to deploy a Smarter Planet, Smart Work, Dynamic
real-time monitoring solution. Infrastructure
Telenor NE IOT Telecommunications Bringing the benefits of RFID to WebSphere Portal Enable, Tivoli
small and mid-sized companies Enterprise Console, WebSphere 113
Application Server, WebSphere
Process Server, WebSphere RFID
Premises Server, WebSphere
Enterprise Service Bus, GBS Business
Strategy, GTS Integrated Technology
Services, GTS ITS Integrated
Communications: Mobility & Wireless,
IBM Global Business Services, GBS,
Business Process Management
(BPM), C-suite, Innovation that
matters, Openness, Smarter Planet,
Systems & Network Management,
Transforming Business, Wireless,
Telecom: Service Delivery Platforms
(SDP), Telecom: Service Provider
Strategic Transformation
 IBM Mobile Business Event - Client Successes

Geo /
Customer Name Country Industry Synopsis Offerings /Services /Solutions Page Number
TelstraClear Limited GMU, Telecommunications TelstraClear strengthens quality quality of triple-play, next-generation
New of triple-play, next-generation offerings with real-time service 117
Zealand offerings with real-time service management Netcool/Webtop,
management Netcool/Impact, Netcool/Reporter,
Netcool/OMNIbus, Managing Business
Infrastructure

Toronto East NA, Healthcare Toronto East General Hospital GTS ITS Integrated Communications:
General Hospital Canada secures its staff and equipment Mobility & Wireless, Smarter Planet 121
with an integrated wireless
infrastructure.

University of NA Education University of Cincinnati: Business-to-Business, Business-to-

Cincinnati Providing students the wireless Consumer, Business innovation, 123
communications they need, and Enabling Business Flexibility,
more Telecom, Transforming Business,
Wireless

Vassar Brothers NA Healthcare Vassar Brothers Medical Center IBM Global Technology Services
Medical Center adapts to healthcare challenges Business Partners 127
through mobile processes. InnerWireless
Vocera Communications
Page 9 of 132
Case Study QuickView

Aberdeen Proving Ground saves millions of dollars

with IBM and MCFA Energy Management initiative

As a center for Army material testing, laboratory research and military train-
Overview
ing and the Northeast Region U.S. Army Installation Management Command,
Aberdeen Proving Ground Aberdeen Proving Ground (APG) is a key element in the nation’s defense. It
Harford County, Maryland
occupies more than 72,500 acres in Harford County, Maryland and is home to
apg.army.mil
66 tenants.
Industry
• Government
Challenge
IBM Service Management Solution APG faces an enormous balancing act in running an active installation and coordi-
• Energy Management Center, nating construction of new facilities and unit movements. Virtually all APG’s space is
Enterprise Asset Management
undergoing renovation and expansion by 2012. The Base Realignment and Closure
Solution Components
• IBM Maximo® Asset Act (BRAC) of 2005 is moving the Command, Control, Communications, Computers,
Management 6.2 Intelligence, Surveillance and Reconnaissance (C4ISR) mission from Ft. Monmouth
• IBM Maximo Mobile to APG, adding 2 million square feet to installation operations. An aged infrastructure
• MCFA Integrated
needs to be replaced. Executive Order 13423 requires improved energy manage-
Facilities Operations
ment and the investment in renewable energy sources. And in just four years, the
For more information, visit:
installation’s energy bill increased 20 million USD.
www.ibm.com/tivoli

Solution
The Garrison’s planning team realized that meeting these challenges required a sin-
gle management platform that integrates building automation, asset management
and energy metering information. For nearly 10 years, APG has used IBM Maximo
Asset Management software to reduce the time and cost of asset maintenance for
more than 15,000 equipment assets valued at 8 billion USD. Now, working with IBM
and MCFA (www.mcfaplanning.com), APG is transforming its asset management
program into a Directorate of Public Works (DPW) initiative that helps staff maintain

“The IBM and MCFA Building mission-ready status and control energy costs.

Operations Command
Through this green initiative, MCFA Integrated Facilities Operations and IBM Maximo
Center platform gives us
software provide APG with a sophisticated Building Operations Command Center
complete visibility and
(BOCC) where DPW management, operations staff, energy management profes-
control of our operation so
sionals and space managers can address potential problems before they impact
we can fix problems before operations or energy costs spiral out of control. As a result, operators can immedi-
they spin out of control, run ately see if a system is malfunctioning, if current conditions could lead to a problem,
at peak efficiency and and if any mission-critical assets are not mission-ready. They can also understand
effectively support our the energy impact of maintenance delays, viewing the daily cost associated when
missions. This has an asset, such as a boiler, is not serviced on schedule. Maintenance staff has rapid
contributed to millions of access to information from any location through the IBM Maximo Mobile solution,
dollars in savings.”
– Harry Greveris, Director of Public Works,
Aberdeen Proving Ground

Page 10 of 132
helping to reduce downtime. IBM Maximo software was selected over competitive “With IBM Service
products from Datastream and other vendors for its end-to-end visibility and ability Management solutions, we
to integrate data from legacy Army systems, including the Army’s Installation Sta- can provide government
tus Report (ISR), which assesses installation readiness, and the Army’s Integrated
installations with a detailed
Facilities System, which maintains records for the installation’s real property.
understanding of what needs
to get done and when it
With accurate information at its fingertips, the APG operations staff has improved
needs to get done to reduce
efficiency to support the garrison’s expansion to 20 million square feet. This
increased visibility, control and automation has also improved decision making,
costs, improve the quality of
driving a 10 percent reduction in year-over-year spending for millions of dollars in
service and optimize existing
savings. For example, with greater insight into operations, the installation reduced its space and assets.”
– Michael Fuhrman, Managing Director, MCFA
natural gas bill by more than 1 million USD from 2006 to 2007. It has also optimized
when to run costly boilers and improved the throughput of less costly steam from
a biomass renewable energy facility on post. This has reduced consumption of
fossil fuel by more than 700,000 USD a year and improved reliability. Soon, energy
managers will be able to track and bill energy consumption by tenant, enabling the
installation to redirect this spending to other critical areas.
®

Benefits
• Reduced year-over-year spend by 10 percent, driving more than 4 million
USD in savings © Copyright IBM Corporation 2008

• Improved decision making to help installation maintain mission-ready status IBM Corporation
Software Group
• Deferred capital investments by extending asset life Route 100
• Increased efficiency to avoid staffing increases Somers, NY10589
U.S.A.
• Reduced consumption of fossil fuel by more than 700,000 USD a year
Produced in the United States of America
November 2008
All Rights Reserved

IBM, the IBM logo, ibm.com, Maximo and Tivoli are

trademarks of International Business Machines
Corporation, registered in many jurisdictions worldwide.
A current list of IBM trademarks is available on the Web
at “Copyright and trademark information” at
www.ibm.com/legal/copytrade.shtml.

Other company, product, or service names may be

trademarks or service marks of others.

The information contained in this documentation is

provided for informational purposes only. While efforts
were made to verify the completeness and accuracy of
the information contained in this documentation, it is
provided “as is” without warranty of any kind, express or
implied. In addition, this information is based on IBM’s
current product plans and strategy, which are subject to
change by IBM without notice. IBM shall not be
responsible for any damages arising out of the use of, or
otherwise related to, this documentation or any other
documentation. Nothing contained in this
documentation is intended to, nor shall have the effect
of, creating any warranties or representations from IBM
(or its suppliers or licensors), or altering the terms and
conditions of the applicable license agreement
governing the use of IBM software.

TIC14034-USEN-01

Page 11 of 132
Application lifecycle management
Business Case Study

AIS manages rapid service growth and complexity

with IBM Rational DOORS, IBM Rational Change and
IBM Rational Synergy software from IBM.

Overview

n Challenge
To maintain and strengthen its
leadership position, AIS needed to
quickly develop and release new
wireless products and services into
the marketplace.
n Solution
AIS chose IBM Rational solutions,
including IBM ® Rational ® DOORS ®
software to manage and trace
development requirements, along Competitive environment Innovation gridlock
with IBM Rational Synergy and IBM As Thailand’s largest wireless service To meet the demand for innovation in
Rational Change software to provider, Advanced Info Service Public Thailand’s competitive mobile phone
streamline, manage and automate its Company Limited (AIS) provides 15 mil- marketplace, AIS formed a team tasked
development lifecycle. lion Thai customers with mobile phones, with prototyping, developing and
n Key benefits digital and cellular services and other deploying new services and products.
AIS can now efficiently define, related services. While rapid growth is But an outdated and poorly managed
develop and deploy services to meet expected at such a dynamic company, systems development lifecycle was
its expanding business needs. The it can be difficult to maintain if solutions straining the team’s ability to innovate.
solution framework helps AIS reduce don’t keep up with consumer demands. “We realized that we couldn’t achieve
overhead for team lead times, improve
our goals without further integrating our
time to market and reduce the time
people, processes and technology,”
between new product releases.
said Arakin Rakchitapoke, infrastructure
design manager at AIS.

Page 12 of 132
In addition, AIS was struggling with
excessive employee turnover and
the need to outsource development,
as both issues were negatively
impacting knowledge capture,
transfer and organizational learning.
Services defined and delivered on
schedule
Rakchitapoke realized the difficulties
his group faced as they developed
innovative products and services with
an outdated systems development
lifecycle. To help, he set up a process
improvement initiative for systems
development that included require-
ments management, change
management and configuration control.
After reviewing the application lifecycle “Now, with DOORS, our team has a
management offerings of several ven- traceable, accessible, single repository
dors, AIS chose IBM Rational DOORS, for all project and product information.
IBM Rational Change and IBM Rational Implementation status is now visible in
Synergy software to help automate its realtime,” said Narthplypan.
processes. “The IBM products offered
the capabilities we needed to align By using these tools as an integrated
our resources to our objectives,” said solution, the team can better ensure
Rakchitapoke. that services and products are defined,
developed and delivered on schedule
with visible and accessible project
Key components software information. As a result, the team now
• IBM Rational Change functions as a cohesive unit with
• IBM Rational DOORS
designated roles and responsibilities
• IBM Rational Synergy
within the development lifecycle.
Performing impact analysis of
requirements changes is now automated
within the Rational DOORS application.
Integration with Rational Change
software enables the team to submit
implementation requests against design
requirements within Rational DOORS.
Requirements for the product, orga-
nized by subsystem, are stored and
tracked within Rational DOORS to
provide a knowledge base for each
requirement.
Page 13 of 132
 “Growth requires a well-defined process and proven technology to control it.
IBM solutions have helped us manage our growth and complexity.”
– Arakin Rakchitapoke, infrastructure design manager, AIS

“The tight integration between IBM
Rational DOORS and Rational Synergy
enables us to audit the project and
prove compliance to requirements,”
Rakchitapoke said. “Synergy, with its
unique concept of lifecycle-driven,
task-based configuration management,
helps us manage our software releases
and builds more efficiently and robustly.
We can now build and manage releases
at the task level rather than at the file level.”
Full coverage: innovation, efficiency
and growth
The team has been phenomenally
successful—it has reduced employee
turnover and significantly increased
services over the last four years.
“Such rapid growth requires a well-
defined process and proven technology
to control it,” Rakchitapoke said. “IBM
solutions have helped us manage our
growth and complexity.”
“The IBM solutions make our employ-
ees more efficient and provide high
visibility for management and auditing,”
Rakchitapoke said. “Most importantly,
they help us achieve our goal of retain-
ing and growing our customer base
and business.”
For more information
To learn more about Rational solutions
from IBM, contact your IBM representa-
tive or IBM Business Partner, or visit:

As AIS continues to expand its busi- ibm.com/software/rational

ness, the team can evolve its software
engineering approach and collaborative
development methodology in order to
lower costs and increase time-to-market
capabilities—continuing to meet the
company’s changing business needs.

Page 14 of 132
 © Copyright IBM Corporation 2009

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

June 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, DOORS, and Rational are

trademarks or registered trademarks of International
Business Machines Corporation in the United States,
other countries, or both. If these and other IBM
trademarked terms are marked on their first occurrence
in this information with a trademark symbol (® or ™),
these symbols indicate U.S. registered or common law
trademarks owned by IBM at the time this information was
published. Such trademarks may also be registered or
common law trademarks in other countries. A current list
of IBM trademarks is available on the Web at “Copyright
and trademark information” at
ibm.com/legal/copytrade.shtml

Other company, product, or service names may be

trademarks or service marks of others.

References in this publication to IBM products or services

do not imply that IBM intends to make them available in all
countries in which IBM operates.

The information contained in this documentation is

provided for informational purposes only. While efforts
were made to verify the completeness and accuracy
of the information contained in this documentation, it is
provided “as is” without warranty of any kind, express
or implied. In addition, this information is based on
IBM’s current product plans and strategy, which are
subject to change by IBM without notice. IBM shall
not be responsible for any damages arising out of the
use of, or otherwise related to, this documentation or
any other documentation. Nothing contained in this
documentation is intended to, nor shall have the effect
of, creating any warranties or representations from
IBM (or its suppliers or licensors), or altering the terms
and conditions of the applicable license agreement
governing the use of IBM software.

IBM customers are responsible for ensuring their

own compliance with legal requirements. It is the
customer’s sole responsibility to obtain advice of
competent legal counsel as to the identification and
interpretation of any relevant laws and regulatory
requirements that may affect the customer’s business
and any actions the customer may need to take to
comply with such laws.

This document illustrates how one organization

uses IBM products. Many factors have contributed
to the results and benefits described; IBM does not
guarantee comparable results elsewhere.

RAC14054-USEN-01

Page 15 of 132
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Page 19 of 132
Case Study

Analysys Mason

Overview

 Challenges:
To provide expert advice to mobile
network operators across the world and
enable them to offer their customers
competitive mobile phone charges,
Analysys Mason produces specific
analysis models tailored to individual
client needs. However, with constant
increases in data volumes and a
requirement for quicker responses, the
old spreadsheet-based method of
establishing these analyses needed to be
replaced by a more robust platform that
was both faster and non-corruptible.

 Solution:
• IBM® Cognos® TM1 Analysys Mason provides strategy exactly. In this case, AnalysysMason’s
consulting advice, operations tariff optimisation model, PriceManager,
 Benefits: support and market intelligence to the has two objectives. Firstly, it helps
• Stronger consultancy options by telecommunications, IT and media clients analyse a huge amount of
providing its clients with insight into sectors. Through the organisation’s complex data about phone and text
revenues and margins global presence, Analysys Mason activity made on the network. This gives

• ‘What if’ scenario planning to drive delivers advice to leading commercial clients an understanding of everything

better decisions on the most popular and public-sector organisations in over from global trends to individual

and profitable tariffs to offer 80 countries. customer needs. Secondly, it ensures

mobile operators make well-informed
• Rapid analysis of customer behaviour, The consultancy advises its mobile decisions about which new tariffs would
helping service teams to offer existing operator clients on how to win and be both popular with the customer base
customers new and attractive tariffs retain customers in a very competitive and profitable for the business. IBM
and support customer retention industry. AnalysysMason is the expert Cognos TM1 replaces spreadsheets
in building complex analytical models as the core analytical solution for
• An intuitive spreadsheet-based front
to address each client’s specific needs PriceManager, providing a much more
end that ensures rapid take-up by
users

Page 20 of 132
robust analysis capability. The solution’s
‘what-if’ scenario planning capability
means clients can easily test every
possible combination of tariffs. Analysys
Mason clients feel confident they are
offering mobile network deals that
maximise both customer satisfaction
and business profit.
The improved analysis and decision-
making support has helped one of
AnalysysMason’s mobile operator
clients increase revenue over a 3-week
period by up to $10 million.
Challenges faced
Analysys Mason provides expert
consultancy to the management
teams of mobile network operators
across the world. The company helps
telecommunication providers offer
their customers the most competitive
mobile phone tariffs, while ensuring
the company is on track with profit
targets. This ability is critical in the
mobile network industry, which is both
saturated and hugely competitive.
“It is not just a case of offering three
tariff options and hoping customers
like them,” says David Eurin, Senior
Manager of Analysys Mason. “There
is more and more pressure on mobile
operators to offer a wide range of
low-cost deals to customers. Yet at “Putting IBM Cognos
the same time, the tariffs must make
TM1 at the core of the
business sense in order to support
performance targets for the company.”
tariff optimisation
service we offer mobile
It is very difficult to analyse how many operators means our
long and short calls are made at clients have access to the
certain times of day, days of the week
most effective analysis
or times of the year, resulting in a huge
amount of data to digest. “The mobile
and planning solution
providers are different, with varying possible. It ensures
customer bases and performance that AnalysysMason
objectives—there is no one-size-fits-all continues to offer world-
model,” says Eurin. “We have to ensure
leading consultancy,
that the analysis models we build are
individually tailored to clients.”
guaranteeing a
high level of client
Many models used in the industry are satisfaction, while
based on spreadsheets. But as the driving a critical
volume of data increases, along with
revenue stream for our
customer demand for a broader range
of tariffs, moulding spreadsheets to
business.”
client needs becomes increasingly David Eurin, Senior
Manager, Analysys Mason
difficult.
“Spreadsheet-based models were
showing cracks. Mobile operators
wanted to act quickly in response
to competitor activity or new market
opportunity, but the models were slow
and easily corruptible,” continues Eurin.
It was clear that a more robust platform
was required.
Page 21 of 132
Strategy followed
After reviewing a number of solutions
to replace spreadsheets, Analysys
Mason chose IBM Cognos TM1 to be
the core platform supporting its tariff
optimisation model PriceManager.
IBM CognosTM1 provides a realtime
approach to consolidating, viewing
and editing enormous volumes of
multi-dimensional data. IBM Cognos
TM1 stood out from other products on
the market because of its spreadsheet
front end. “Our clients are used to
working with spreadsheets. To ensure
maximum and rapid user take-up, we
wanted PriceManager to be as easy
to use as possible,” says Eurin. “IBM
Cognos gives us the best of both worlds,
combining an intuitive spreadsheet-
based front end, with robust, flexible
analysis and planning capabilities. We
achieved the extra power we needed at
the back end, without compromising the
user-friendly interface of spreadsheets
at the front.”
Benefits realised
Tariff optimisation models such as
PriceManager, based on IBM Cognos
TM1, have helped AnalysysMason
offer a better consultancy service
to telecommunication clients. “With
the IBM Cognos TM1 platform, we
are more able to support our mobile
network clients in rolling out the most
attractive tariffs, ensuring excellent
customer service and retention, while
hitting profit targets,” says Eurin. For
example, Analysys Mason helped a
North African mobile operator improve
performance in two specific areas.
Firstly, using PriceManager with IBM
Cognos TM1, Analysys Mason was
able to consolidate all details relating
to call breakdown better, comparing
the length of calls made at different
times of day. The solution provided a
better understanding of revenues and
margins by individual tariff, and the
value to the customer and business of
each. Secondly, the customer used the
tariff optimisation model to design new
promotions and tariffs.
Eurin comments, “Since working with
us and using the IBM Cognos-powered
PriceManager model, analysis of trends
and tariff performance has become
easier, driving better decision-making
on strategy. Using PriceManager,
this particular customer was able to
introduce new tariffs that brought
an extra $10 million profit above
projections.” Thanks to the solution’s
quick analysis, Analysys Mason
customers can easily test the potential
impact of different tariff structures,
in isolation and in combination with
others, on company performance.
Page 22 of 132
“Testing the potential impact of new
tariffs on future performance is hugely
complex,” explains Eurin. “Before using
PriceManager with IBM Cognos TM1, it
used to take clients days. Now, it takes
just minutes.” IBM Cognos TM1 also
helps to make Analysys Mason’s job
much easier when it comes to follow-up
projects. “The mobile network industry
never stands still. Many clients regularly
request upgrades to the PriceManager
model. It used to be impossible to
update and improve models based
on spreadsheets, so our consultants
would have to start from scratch,” says
Eurin. IBM Cognos TM1 provides a
more flexible base. Now Analysys
Mason is able to build on the original
PriceManager model, adding new and
improved features, without having to
start again.
“The tariff optimisation model
PriceManager provides to mobile
operators is a critical service that
sets us apart from our competitors.
Putting IBM Cognos TM1 at the core
of PriceManager ensures the most
effective analysis and forward planning
possible. The technology supports
Analysys Mason in continuing to offer
world-leading consultancy, ensuring
a high level of client satisfaction, while
driving a critical revenue stream for our
business,” Eurin concludes.
About Analysys Mason
(www.analysysmason.com)
Analysys Mason delivers strategy
advice, operations support, and
market intelligence worldwide to
leading commercial and public-sector
organisations in telecoms, IT, and
media. Analysys Mason consistently
delivers significant and sustainable
business benefits. We are respected
worldwide for the exceptional quality
of our work, our independence and the
flexibility of our teams in responding
to client needs. The company has
headquarters in London and offices in
Cambridge, Dubai, Dublin, Edinburgh,
Madrid, Manchester, Milan, Paris,
Singapore and Washington DC.
About IBM Cognos BI and Performance
Management
IBM Cognos business intelligence (BI)
and performance management solutions
deliver world-leading enterprise planning,
consolidation and BI software, support
© Copyright IBM Corporation 2009
and services to help companies plan,
understand and manage financial and
operational performance. IBM Cognos
solutions bring together technology,
analytical applications, best practices,
and a broad network of partners to
give customers an open, adaptive and
complete performance solution. Over
23,000 customers in more than 135
countries around the world choose IBM
Cognos solutions.
For further information or to reach a
representative: www.ibm.com/cognos
Request a call
To request a call or to ask a question, go
to www.ibm.com/cognos/contactus. An
IBM Cognos representative will respond
to your enquiry within two business days.
Page 23 of 132
IBM Canada
3755 Riverside Drive
Ottawa, ON, Canada K1G 4K9
Produced in Canada
September 2009
All Rights Reserved.
IBM, the IBM logo and ibm.com are trademarks
or registered trademarks of International
Business Machines Corporation in the United
States, other countries, or both. If these and
other IBM trademarked terms are marked on
their first occurrence in this information with
a trademark symbol (® or ™), these symbols
indicate U.S. registered or common law
trademarks owned by IBM at the time this
information was published. Such trademarks
may also be registered or common law
trademarks in other countries. A current list
of IBM trademarks is available on the Web at
“Copyright and trademark information” at
www.ibm.com/legal/copytrade.shtml.
Other company, product and service names
may be trademarks or service marks of others.
This case study is an example of how one
customer uses IBM products. There is no
guarantee of comparable results.
References in this publication to IBM products
or services do not imply that IBM intends to
make them available in all countries in which
IBM operates.
Any reference in this information to non-IBM
Web sites are provided for convenience
only and do not in any manner serve as an
endorsement of those Web sites. The materials
at those Web sites are not part of the materials
for this IBM product and use of those Web sites
is at your own risk.
IMC14151-GBEN-00
Integrated lifecycle change and configuration management
Business Case Study

Anhui Mobile accelerates software development and

configuration management with IBM Rational solutions.

Overview

■■ Challenge
To stay competitive, Anhui Mobile
must strengthen its core business
by continually developing new
features and services to meet
customer demand.
■■ Solution
Anhui Mobile standardizes on
IBM Rational applications
for change and configuration
management to achieve greater
efficiency and quality.
■■ Key benefits
Anhui Mobile improves the
speed and quality of software
development with the help of IBM Competition is fierce in China’s mobile software developers were challenged to
Rational solutions, resulting in a communications industry. Mobile manage changes to the requirements
competitive advantage. providers strive to develop new and configurations of their numerous
features and services that will enhance projects. This ongoing rapid develop-
quality and attract new customers ment strained the IT department, which
across diverse consumer and business had to incorporate changes quickly
markets. while also managing the company’s
core business systems.
China Mobile Group Anhui Company
Limited (Anhui Mobile) is no exception. Poor visibility of the entire application
As a fully-owned subsidiary to China lifecycle, lack of requirements
Mobile Group, the company is the traceability, and the absence of a
biggest mobile service provider across change and configuration manage-
Anhui Province with 100 percent ment system result in missed
network coverage. To respond to requirements, frequent rework, and
market demands, Anhui Mobile’s schedule overruns.

Page 24 of 132
 The search for a solution
Key Components
Management launched a search for a new application lifecycle solution. They
Software required tight integration of configuration management, as well as robust flexibility

• IBM Rational Synergy to scale to multiple development teams working on a variety of complex projects.

• IBM Rational Change

“As many as 40 to 50 new system functionality requirements are in development
at any given time,” said the quality management engineer at Anhui Mobile.
“Because the mobile industry is so competitive, there is a lot of pressure on our
software developers to deliver high quality results on time. As features are becoming
increasingly complex, we realized that we needed more advanced lifecycle
development products to maintain our competitive position.”

Improved visibility and control

IBM ® Rational® Synergy and IBM Rational Change software, chosen in June 2006
and implemented in December 2006, met all of the company’s criteria for an
advanced development solution.

“We chose Rational Synergy and Rational Change because they give Anhui
Mobile a powerful software development platform with the robust functionality
we need,” the quality management engineer said. “Now our developers have
integrated change and configuration management throughout the entire application
lifecycle to help them reduce risk and increase control of the development process.”

Rational Synergy software, a task-based configuration management solution, helps

accelerate the release and build management processes, maximize the efficiency
of limited development resources, and unites distributed development teams.
Rational Change software, a Web-based, fully integrated change management
solution helps increase quality by reducing the risk of unwanted or unauthorized
changes being implemented. It also helps ensure accountability by tracking
change requests, improving communication among development teams.

IBM Rational change and configuration management solutions give Anhui Mobile’s
development teams, and all project stakeholders, clear visibility and traceability
of requirement changes throughout the application lifecycle. As a result, teams
are working more efficiently now, since they no longer have to manually trace
requirements or do extensive rework.

“Having a transparent view of all software development throughout the organization

contributes greatly to the overall efficiency of our operations,” the quality manage-
ment engineer said. “IBM Rational has helped us achieve our goal of streamlined
development.”

Page 25 of 132
The benefits “ We chose Rational
Synergy and Change software have transformed software development at Anhui
Synergy and Rational
Mobile from an inefficient process to a cohesive, controlled environment that
delivers these enterprise-wide benefits:
Change because it
gives Anhui Mobile a
• Centralized software development for better efficiency
powerful software
• Version control to ensure accuracy
development platform
• Baseline management for better visibility
• Better report statistics with the robust
• Improved team communication and collaboration functionality we need.”
— Anhui Mobile Communication
In the future, Anhui Mobile plans to expand its IBM solution with IBM Rational Company Limited

DOORS ® for requirements management. In the meantime, the company will

continue to build upon the benefits of Synergy and Change software.

“Anhui Mobile is proud to be a pioneer in adopting IBM Rational solutions within the
China Mobile Group enterprise,” the quality management engineer said. “We now
have the efficient, controlled development approach we need in order to introduce
the most advanced innovations to China’s mobile marketplace.”

For more information

To learn more about the IBM Rational Change and IBM Rational Synergy platforms,
contact your IBM representative or IBM Business Partner, or visit:

ibm.com/software/rational

Page 26 of 132
 © Copyright IBM Corporation 2009

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

June 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, DOORS and

Rational are trademarks or registered trademarks
of International Business Machines Corporation in
the United States, other countries, or both. If these
and other IBM trademarked terms are marked on
their first occurrence in this information with a
trademark symbol (® or ™), these symbols indicate
U.S. registered or common law trademarks owned
by IBM at the time this information was published.
Such trademarks may also be registered or
common law trademarks in other countries. A
current list of IBM trademarks is available on the
Web at “Copyright and trademark information”
at ibm.com/legal/copytrade.shtml

Other company, product, or service names may

be trademarks or service marks of others.

References in this publication to IBM products or

services do not imply that IBM intends to make them
available in all countries in which IBM operates.

The information contained in this document is

provided for informational purposes only and
provided “as is” without warranty of any kind,
express or implied. In addition, this information
is based on IBM’s current product plans and
strategy, which are subject to change by IBM
without notice. Without limiting the foregoing, all
statements regarding IBM future direction or
intent are subject to change or withdrawal without
notice and represent goals and objectives only.
Nothing contained in this documentation is
intended to, nor shall have the effect of, creating
any warranties or representations from IBM (or its
suppliers or licensors), or altering the terms and
conditions of the applicable license agreement
governing the use of IBM software.

This document illustrates how one organization

uses IBM products. Many factors may have
contributed to the results and benefits described;
IBM does not guarantee comparable results
elsewhere.

RAC14063-USEN-01

Page 27 of 132
Page 28 of 132
Case Study

Asian Paints revitalizes field sales and productivity with IBM Lotus solutions

Asian Paints Limited is India’s largest paint company and Asia’s third-
Overview
largest paint company, operating in over 65 countries. Since its inception
Asian Paints
in 1942, the company’s paint has been used on thousands of houses,
Mumbai, India
factories and automobiles.
www.asianpaints.com

Industry Challenge
• Retail Asian Paints has a sales force team of over 600 personnel who service 25,000
dealers that in turn sell paint to end consumers. Since business processes were
Employees manually managed from the field, managing expectations for such a large and
• 4,260
diverse population of dealers around information, order taking, query handling and

Products more was a challenge. Salespeople had to travel back to depots to perform tasks
• IBM® Lotus® Expeditor like registering orders, filing reports or checking on complaint status, resulting in

• IBM Lotus Symphony™
For more information, visit:
ibm.com/lotus
time delays with limited online information. With an automated sales force solution,
Asian Paints could accelerate the sales process and improve efficiency.
Asian Paints also had a need to provide call center agents with very simple and
intuitive office applications to manage basic data capture in the form of creating,
editing and sharing spreadsheets, documents and presentations. A solution would
need to be lightweight to accommodate call center computing limitations as
well as based on open source technology to limit the cost impact of adopting new
office software.

“Lotus Expeditor helped

us empower our field
sales team with the same
strategic data we enjoy
at headquarters—and
improved productivity in
Solution
With the help of the IBM India Software Lab (ISL), Asian Paints successfully
implemented a sales force automation initiative on personal digital assistants
(PDAs) using the IBM Lotus Expeditor infrastructure—a software framework for
the construction, integration and deployment of managed client applications,
which are deployed from, configured and managed via desktop or mobile device,

the process.” usually by a remote server.

—Deepak Bhosale, Chief Manager – IT,
Asian Paints
Lotus Expeditor extends processes, information and applications in real time,
allowing customers, business partners and employees to reap the benefits of
integration—real-time decision making and interaction that helps to improve
productivity and increase revenue and profit.

Page 29 of 132
The solution, called MPower, connects the Asian Paints field sales force to SAP
CRM and SAP R/3 data at headquarters, allowing them to execute the following
business tasks in real time:
• Process sales orders and check order status
• Check inventory in warehouse
• Take customer feedback and comments
• Synchronize data on PDA with back-end systems at regular intervals
• Set an automatic scheduler to synchronize the information (useful when the
salesperson is in an area with no network connectivity)
From the time the salesperson identifies a prospect to the time he or she closes
the deal, the information is fed into the system so that sales managers can
constantly monitor progress and even provide coaching online. The salesperson
can enter information remotely. Since Lotus Expeditor allows data to be stored
locally and later synchronized with the company’s server, the salesperson can also
continue to access and analyze the information while on the move.
Asian Paints also rolled out IBM Lotus Symphony software to 100 users in its call
center. Lotus Symphony provides an intuitive, richly-featured set of productivity
tools based on open source technology that offer integration with traditional
Microsoft® Office applications at a minimal cost.
Benefits
• Arming remote sales staff with mobile services and business-critical
information accelerates the sales process
• The ability to process feedback in real time helps Asian Paints increase
customer satisfaction
• Sales managers can monitor employee progress in real time and even provide
coaching from headquarters to improve sales team performance
• Lotus Symphony is integrated with the company’s IBM Lotus Notes® messaging
software, allowing call center agents to work from a single environment
• Familiar productivity tools minimize training demands on new call center employees
• Eliminated software licensing fees for productivity software, lowering total cost
of ownership
Page 30 of 132
© Copyright IBM Corporation 2010
IBM Software Group
Route 100
Somers, NY 10589
Produced in the United States
March 2010
All Rights Reserved
IBM, the IBM logo, ibm.com, Lotus, Lotus Notes and
Symphony are trademarks of International Business
Machines Corporation, registered in many jurisdictions
worldwide. A current list of IBM trademarks is available
on the Web at “Copyright and trademark information”
at ibm.com/legal/copytrade.shtml.
Microsoft is a registered trademark of Microsoft
Corporation in the United States, other countries,
or both.
Other company, product or service names may be
trademarks or service marks of others.
The information contained in this documentation is
provided for informational purposes only. While efforts
were made to verify the completeness and accuracy
of the information contained in this documentation, it is
provided “as is” without warranty of any kind, express
or implied. In addition, this information is based on
IBM’s current product plans and strategy, which are
subject to change by IBM without notice. IBM shall
not be responsible for any damages arising out of the
use of, or otherwise related to, this documentation or
any other documentation. Nothing contained in this
documentation is intended to, nor shall have the effect
of, creating any warranties or representations from
IBM (or its suppliers or licensors), or altering the terms
and conditions of the applicable license agreement
governing the use of IBM software.
LOC14185-USEN-00
IBM Software
WebSphere
Overview
Challenge
Bharti Airtel faced dropping average
revenue per user (ARPU) and skyrocket-
ing growth; it needed to find a way to
execute flawlessly using as much
automation as possible.
Solution
Bharti Airtel’s SMART SOA™ solution
with IBM® WebSphere® technologies
enables the company to outsource its
IT to IBM and other strategic partners
and integrate its systems in order to
automate routine transactions and hone
customer service.
Key Benefits
● Ability to provide flawless service to
110 million customers at low margins
● Employee productivity improved using
business activity monitoring
● Real-time responses to customer
requests
Case Study
Managing 110 million
subscribers like
clockwork
If Bharti Airtel’s 110 million subscribers were a country, it would be
the 11th largest in the world—smaller than Japan, but larger than
Mexico. Bharti Airtel is India’s largest cellular service provider and the
world’s third-largest single-country mobile operator. In India, Bharti
Airtel’s subscribers represent less than one-tenth of the existing oppor-
tunity, so there is a lot of room for growth, but how do you manage an
enormous subscriber base and still grow cost effectively?
The cost-conscious consumer and the cut-throat competition make for
a difficult operating environment. For example, there’s the challenge of
servicing a user base with steadily declining average revenue per user
(ARPU). In India’s rural areas, where the company is finding most of
its new customers, that figure drops to about 50 or 70 Rs., or approxi-
mately $1.25 per month. That covers the cost of a few telephone calls
at $.01 - .015 per minute. If it doesn’t, Bharti Airtel has more than
10 competitors who would be happy to take the fare. But does it
cover the cost of a service call? Not unless the business processes are
automated to the highest degree possible and the service is absolutely
stellar—there’s no room for error.
Integrating strategic partners
One way Bharti Airtel keeps costs under control is by outsourcing its
IT operations. IBM handles more than 80 percent of this business, cut-
ting across 700 applications and 3,000 to 3,500 servers, but the remain-
ing 20 percent is handled by strategic partners who represent an
integration challenge.
“How do I bring together the utility model for the entire infrastruc-
ture?” asks Mehul Shah, chief architect. That’s where the principles of
service-oriented architecture (SOA) come in along with the concept
of reusable services.
The SOA framework that Bharti Airtel has put together is entirely
based on the IBM WebSphere stack of technologies that starts with
IBM WebSphere Application Server, and includes IBM WebSphere
Page 31 of 132
IBM Software Case Study
WebSphere

Smarter
telecommunications
Bharti Airtel faces a competitive
market and low average revenue per
user (ARPU) numbers, which means
that it must automate its business
process in order to grow and provide
outstanding current service to its
enormous 110 million subscriber
base. Thanks to a SMART SOA solu-
tion based on IBM hardware and
software, the telecommunications
giant is executing like clockwork, and
working smarter the larger it
becomes. Business intelligence
linked to its dashboard business
activity monitoring solution enables
the company to tweak its customer
service and resolve any bottlenecks.

Portal and WebSphere Business Services Fabric. In addition,

the company is using IBM DB2® for data management and
IBM Cognos® 8 Business Intelligence 8.4 for business intelligence.
The IBM software runs on IBM Power Systems™ servers. “Our
SMART SOA enables all the pieces to work together even though we
have a fairly heterogeneous environment,” Mr. Shah observes. “That’s
what enables us to provide a great quality of service at a low cost to our
customers. With our SMART SOA, our business runs like clockwork.”

Real-time responses
An example of the type of transaction that has to run flawlessly by itself
is transferring money into a customer account to provide more call
time. “We are largely a prepaid model,” says Mr. Shah. “To recharge
an account at Rs. 10, the customer sends one short text message and
the account is recharged in real time. In the process, the transaction
goes through 3 to 5 systems, and there are 8 to 10 million of these
transactions daily. Without the SMART SOA solution, it would not be
possible for all these different products to talk to each other. This solu-
tion has made us more agile.”

According to Mr. Shah, Bharti Airtel’s telecom business could be built

of 600 to 800 software services integrated into the SOA. To date, the
company has built approximately 150 reusable services handling seven
to eight million transactions per day. “We are more than halfway
through the journey,” he says.

Page 32 of 132
IBM Software Case Study
WebSphere

Solution Components
Server
● IBM Power Systems™

Software
● IBM® WebSphere® Application
Server
● IBM WebSphere Portal
● IBM WebSphere Business Services
Fabric
● IBM Cognos® 8 Business
Intelligence 8.4
● IBM DB2®

“Thanks to IBM, we’re

working smarter the
bigger we get. Our
partnership with Improving customer service
IBM has brought us the The SOA dashboard tells Mr. Shah how many customer service activa-
tions have happened up to the hour in each of the tiers. The SOA
right level of business dashboard tracks 150 services in three tiers. Tier one and tier two are
understanding and the urban areas, and tier three is rural areas.
right level of technology
“The reason it is important to track them this way is because they are
understanding to different business models and different channels that we work with,”
achieve this kind of scale he says. “And we make different investments in them. So it’s very
important that we know what’s happening on an hourly and daily basis,
and agility.” and that aggregates to weekly, monthly and quarterly. For instance, the
dashboard tells me if there are any activation backlogs over 25, so that
—Mehul Shah, Chief Architect, Bharti Airtel
we can address the issue of employee productivity and ultimately
improve customer service.”

Enabling hypergrowth
Bharti Airtel activates three to four million new customers per
month. “Without SOA, adding three million customers per month
would be a stretch,” says Mr. Shah. “SOA is an enabler of our
hypergrowth.”

Soon there will be 600 to 800 reusable services that will be part of the
SOA fabric. “The data collected through these services will migrate
into the SOA dashboard as well as into an analytical solution frame-
work, which we will be building with IBM Cognos,” he says.

Page 33 of 132
“This will help us slice and dice data to get a picture of employee pro-
ductivity, sales force productivity, service activation times and quality of
service. Thanks to IBM, we’re working smarter the bigger we get. Our
partnership with IBM has brought us the right level of business under-
standing and the right level of technology understanding to achieve
this kind of scale and agility.”

For more information

Contact your IBM sales representative or IBM Business Partner, or
visit us at: ibm.com/websphere

For information on Bharti Airtel, visit: www.airtel.in

© Copyright IBM Corporation 2010

IBM Corporation
Software Group
Route 100
Somers, New York 10589
U.S.A.

Produced in the United States of America

February 2010
All Rights Reserved

IBM, the IBM logo, ibm.com, SMART SOA and WebSphere are trademarks or
registered trademarks of International Business Machines Corporation in the
United States, other countries, or both. If these and other IBM trademarked terms
are marked on their first occurrence in this information with a trademark symbol
(® or ™), these symbols indicate U.S. registered or common law trademarks owned
by IBM at the time this information was published. Such trademarks may also be
registered or common law trademarks in other countries. A current list of
IBM trademarks is available on the Web at “Copyright and trademark information”
at ibm.com/legal/copytrade.shtml

Other product, company or service names may be trademarks or service marks of

others.

This case study is an example of how one customer uses IBM products. There is no
guarantee of comparable results.

References in this publication to IBM products and services do not imply that
IBM intends to make them available in all countries in which IBM operates.

Please Recycle

WSC14185-USEN-00

Page 34 of 132
Innovation that matters
Bharti Airtel grows at a stunning pace
by keeping its focus on the customer.
Overview
■ Business Challenge
Bharti Airtel needed to maximize
its future flexibility and growth
potential by adopting a business-
driven framework for integration,
allowing it to implement and
deliver new services rapidly. With
competition intensifying in the
Indian telecom services market,
Bharti Airtel needed to find a way
to focus on developing new ser-
vices that could set it apart from
the competition and strengthen its
customer relationships.
■ Solution
Bharti Airtel entered into a
comprehensive 10-year agree-
ment with IBM to transform its
processes and take on the man-
agement of its IT infrastructure. Its
new platform provides a standard-
ized framework for Bharti Airtel
to integrate its channels and cus-
tomer-facing processes – enabling
a more seamless customer experi-
ence, higher customer satisfaction
and more profitable growth.
■ Key Benefits
• Ability to process 1.5 million new
customers per month
• Outsourcing of technology enables
Bharti Airtel to focus resources on
growing the business
Based in New Delhi, Bharti Airtel is India’s largest private sector telecom operator, with a strong
presence in mobile communications, fixed line services, and domestic and international long distance
services. Bharti Airtel is India’s sixth-largest company by market capitalization, with more than
57 million customers (as of 12/31/07) and US$4.2 billion in annual revenues (as of 3/31/07).
In the global telecommunications “ By working along
market, it’s hard to imagine a more
with us to transform
fertile environment for explosive
growth than India. With a large, young
our go-to-market
and tech-savvy population, an econ- strategies and reinvent
omy whose growth rate is second our internal processes,
only to China and telephone pen- IBM has been a partner
etration of just seven percent, India
for the innovation that
stands as a textbook example of how
demand for communications services
we see as essential
can be explosive if the conditions are in our ability to sustain
right. A few years ago, when forecast- our rapid growth.”
ers predicted a fourfold increase in – Jai Menon, Group CIO,
subscribers in three years – to 200 Bharti Enterprises and Director
million – it seemed impossible. Since (IT & Innovation), Bharti Airtel
then, however, market growth has
outstripped the unlikely forecast, and
no operator has been better poised
to capitalize on this opportunity than
Bharti Airtel (www.airtel.in).
Page 35 of 132
Supporting rapid customer growth with an innovative business model
Business Benefits
• Ability to process 1.5 million new
customers per month
• Improved cross-selling and targeting
and a more seamless, efficient
total customer experience through
end-to-end integration of customer-
facing processes
• Optimization of business processes
and infrastructure through flexible,
standardized integration framework
• Outsourcing of technology enables
Bharti Airtel to focus resources on
growing the business
• Flexible pricing model enables Bharti
Airtel to avoid major increases in
capital expenditures
“ Our new strategy is
all about delivering a
truly differentiated
experience, and having
the flexibility to con-
tinually improve the
customer experience.”
– Jai Menon
Based in New Delhi, Bharti Airtel is India's largest private sector telecom
operator and India's sixth-largest company by market capitalization. Bharti
Airtel is also the only operator to offer its services (mobile, fixed line and
Internet access) in each of India’s 23 “circles,” or operating areas. While
this wide service footprint made Bharti Airtel especially well-positioned to
capitalize on India's telecom boom, it also presented the company with signifi-
cant challenges and risks in addressing this demand. In order to keep up, while
also maintaining high levels of customer service, all the processes required to
run its business – from order management and service activation to those pro-
cesses involved in the operation of its core network – needed to run smoothly
and in sync with each other. With the company approaching a new phase in its
growth as a business, and with the need for a compelling user experience of
utmost strategic importance, Bharti Airtel knew it needed to take a fundamen-
tally new look at the way it created and managed its customer-facing processes.
The risks of growth
Bharti Airtel’s other big challenge was the need to make the major investments
in IT infrastructure required to service its rapidly growing base of subscribers.
As a capital expenditure, these investments are typically offset by the future
service revenues that they enable. However, in addition to the inherent risks of a
large fixed investment, Bharti Airtel faced an added financial risk from a steady
decline in India's average revenue per user (ARPU) for mobile telecom services,
the result of government-mandated pricing changes that created – at roughly
eight dollars a month – one of the lowest ARPUs of the region. Thus, while Bharti
Airtel realized that it was absolutely essential to invest in its future growth, fac-
tors unique to the Indian market substantially increased the risks of making
these capital investments.
To address these unique opportunities and challenges, Bharti Airtel established
a far-reaching outsourcing relationship with IBM that substantially mitigates its
IT investment risks by giving IBM full control and ownership of Bharti Airtel’s IT
infrastructure and associated processes. By substituting predictable operat-
ing expenses for risky, upfront capital investments, this strategy fundamentally
transforms the financial underpinnings of its business model. An equally impor-
tant aim of this strategy is to enable Bharti Airtel to focus its energies on grow-
ing, serving and retaining its customer base – and thus fully capitalize on India’s
astounding growth surge.
Page 36 of 132
Growth through flexibility
Key Components
Bharti Airtel knew that the key to capitalizing on its growth opportunities was
to establish deeper and more personalized relationships with its customers, Software

as well as to provide a consistent, high-quality customer experience. It further • IBM Service Provider
realized that, from an IT perspective, the ability to integrate its diverse systems Delivery Environment

and processes was essential. Bharti Airtel saw the flexibility of IBM’s integra- • IBM WebSphere Business
tion approach – and recognized the application of IBM’s extensive portfolio of Integration Server

middleware products and expertise in service-oriented architecture (SOA) – • IBM WebSphere MQ

as an ideal match for its integration requirements. Dr. Jai Menon, Group CIO, • IBM DB2®
Bharti Enterprises and Director (IT & Innovation), Bharti Airtel, was a key archi-
Servers
tect of the plan. “Our new strategy is all about delivering a truly differentiated
• IBM System pTM
experience, and having the flexibility to continually improve the customer experi-
ence,” says Menon. “We knew that having a flexible framework for integrating • IBM System xTM

our systems and customer-facing processes was essential to enabling this – and • IBM TotalStorage® Enterprise
that IBM’s strength in this area would prove to be a great fit.” Storage Server ®

Services
Incorporating the proven IBM Service Provider Delivery Environment (SPDE, • IBM Global Business Services
or “speedy”) Integration Hub solution, IBM Global Business Services designed
• IBM Global Technology Services
and implemented an Enterprise Application Integration platform that integrates
• IBM Strategic Outsourcing
a wide range of customer-facing and back office processes. Its flexibility is
evident in the range of integration options it provides Bharti Airtel. In the case
of customer self service, for example, each of the three main channels – Web,
interactive voice response and short message service – employ different inte-
gration technologies (such as publish/subscribe via IBM WebSphere® MQ and
asynchronous messaging via IBM WebSphere Business Integration Server)
depending on the channel’s technical needs.

In line with its vision, Bharti Airtel's advanced integration capabilities have
enabled the company to transform key aspects of the customer experience;
account activation is just one example. With Bharti Airtel signing up an
average of 1.5 million customers per month, the ability to activate new accounts
Why it matters
with maximum efficiency is essential. By integrating the account activation
process with such key backend systems as billing, provisioning and order As part of its first-of-a-kind IT outsourc-
ing agreement, IBM helped Bharti Airtel
management, Bharti Airtel was able to cut the time required to activate new
create a highly flexible platform for
mobile accounts by 90 percent. Bharti Airtel’s integration framework has also
integrating its customer-facing processes
led to stronger business intelligence capabilities, which have in turn enabled across all lines of business. The dramatic
the company to maximize the value of its customer relationships through process streamlining this system has
enabled is a key reason Bharti Airtel
cross selling and market segmentation. Menon sees these improvements as
has been able to add an astounding
part of a broader pattern that came out of Bharti Airtel’s partnership with IBM.
1.5 million new customers per month
without a hitch.

Page 37 of 132
“IBM has played a pivotal role as a strategic partner in contributing to Airtel’s
vision and roadmap for innovation,” explains Menon. “By working along with us
to transform our go-to-market strategies and reinvent our internal processes,
IBM has been a partner for the innovation that we see as essential in our ability
to sustain our rapid growth.”
© Copyright IBM Corporation 2008

IBM Corporation
A key driver of Bharti Airtel’s decision to outsource its IT activities to IBM
1 New Orchard Road
was the desire to channel its internal energies and resources into capitalizing Armonk, NY 10504
U.S.A.
on a spectacular market opportunity rather than on the enabling platforms
Produced in the United States of America
needed to do so. The scorching growth of Bharti Airtel’s customer base, and
3-08
the ability of its business processes to keep up with this growth, illustrates All Rights Reserved

the success of this strategy. But it was also driven by the desire to maximize
the efficiency of its operations by entrusting IBM with the ownership and man-
agement of its IT resources, and, in the process, making its IT costs more
predictable and manageable. IBM has held up its end of the agreement by
continually investing in the optimization and consolidation of Bharti Airtel’s
infrastructure – key components of which include IBM System p and System x
servers as well as IBM TotalStorage Enterprise Storage Servers. IBM Global
Technology Services performs ongoing software maintenance and develop-
ment, while IBM Strategic Outsourcing provides installation services, help
desk services and the ongoing management of Bharti Airtel’s IT environment.
IBM, the IBM logo, ibm.com, DB2, Enterprise
Storage Server, System p, System x, TotalStorage
and WebSphere are trademarks of International
Business Machines Corporation in the United
States, other countries, or both.
Other company, product or service names may
be trademarks or service marks of others.
This case study illustrates how one IBM customer
uses IBM products. There is no guarantee of
comparable results.
References in this publication to IBM products
or services do not imply that IBM intends to
make them available in all countries in which
IBM operates.

Two years into the agreement, Bharti Airtel’s innovation efforts have resulted
in many external recognitions, a highlight of which was receiving the 2006
NASSCOM IT & Innovation Award from the Hon’ble Prime Minister of India,
Dr. Manmohan Singh. Bharti Airtel’s bold strategy has also produced outstand-
ing results at the bottom line. Even in the face of declining average revenue
per customer in India, Bharti Airtel has been able to post an operating cash
flow margin of 40 percent, a full five percentage points higher than the rest
of the industry. Menon sees process efficiency and scalability as a big factor
in its performance. “It’s our ability to bring activation from four days to two
hours, and our billing cycles from 15 days to two hours,” says Menon. “It’s our
ability to handle more and more customers.”

For more information

Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/innovation

ODC03064-USEN-00

Page 38 of 132
IBM Business Partner Case Study
Industry: Retail, Telecommunications
IBM, Retriever Communications help BP Australia speed
data collection for faster analysis and decision-making
Handheld devices and mobile
applications are transforming the way
companies of all sizes manage their
remote field service personnel and
the data they collect. By automating a
traditionally paper and time-intensive
data collection process, and by
integrating remotely collected data into
their systems in real-time, companies
maximize the value of information in
management decision-making.
Retriever Communications, an IBM
Advanced Business Partner, provides
wireless field applications accessible
via PDAs and tablet devices to improve
field worker productivity and data
integration. Leveraging the stability
and security of the IBM System x® to
ensure customer data integrity,
Retriever offers its solution as a
service to businesses throughout
Australia, the UK and Europe, with
field operations staffs ranging in size
from as few as five to as many as
hundreds of individuals.
Retriever customer, BP Australia,
operates 220 company-owned and
operated stores throughout Australia.
Each of those stores undergoes a
comprehensive on-site compliance
audit on a quarterly basis. A staff of
field-based BP Compliance Advisors,
who operate remotely, performs
these audits. They are responsible
for documenting store performance
in areas ranging from financial and
inventory management, to health
and safety.
Page 39 of 132
IBM Business Partner:
Retriever Communications
IBM business partner, Retriever
Communications, provides
mobile integrated field service
and field inspection applications
accessible via PDA devices.
Retriever enables companies
to automate field service
staff workflow, maximize
productivity and report
real-time data gathered in
the field, directly to their
enterprise management
systems. Retriever
Communications is
headquartered in
Sydney, Australia
“These new insights
improve our business
operations across the
company, and most
importantly, allow us to
better support our vendors,
serve our customers and
stay competitive.”
Daniel Mason,
compliance and
assurance manager,
BP Australia
 According to Daniel Mason, BP
compliance assurance manager,
prior to utilizing the Retriever mobile
application, not only were the audits
themselves highly inefficient
paper-based procedures, but also
bottlenecks in reporting and
distributing the data collected
compromised the value of the audit
for both the stores and the BP
management organization.
“We don’t have to wait
“Our compliance advisors would spend
for quarter-end to make
6-7 hours in each store filling out a
critical decisions on 150-question checklist, then they’d
something that happened go home and type the results into a
spreadsheet they’d e-mail back to the
two months ago. Those
store, along with a list of everyone
decisions are now based on related to the operations for that
real-time intelligence and store,” he said. “Add travel time and
that makes for a long day to audit just
their impact is immediate
one location.” Mason adds that BP
across the organization.” had no centralized repository where
Daniel Mason, audit data could be accessed by the
compliance and
assurance manager, management team in Melbourne. Once
BP Australia per quarter, an administrative resource
in the BP office would collate this data
and compile a summary report for
corporate managers.
Real-time reporting and
integration transforms data
into valuable management tool
BP called on Sydney-based Retriever
Communications to increase the
efficiency of its audits, speed data
reporting and improve data accessibility
throughout the organization. “The BP
compliance advisor can now feed
real-time audit data directly into the
Page 40 of 132
Retriever application via their PDA
as they’re doing the inspection. And
literally within seconds of finishing that
inspection – while they’re shoulder-to-
shoulder with the store manager - they
receive a graphical, intuitive report
showing highlights and areas where
the store needs to focus its efforts,”
said Drew Seitam, Retriever director of
services. “They can do an immediate
walk-through with the manager to deal
with problem areas on the spot rather
than send a Word document 24 hours
later and wait three months for a follow
up review and inspection.”
In addition, leveraging the high level
of integration between Retriever and
the BP back-office systems allows
the system to generate – within
seconds of receiving the data from
the field - seven standard reports
required by higher-level operations
managers. Those managers are also
able to access and manipulate the data
to develop customized reports.
“We’re collecting the same data, but
we’re getting it immediately and now
are able to make intelligent decisions
based on that availability”, said Mason.
In a matter of seconds our managers
can drill down and organize the data
any way they need - by department,
by product class, by territory, by
state - to identify trends,” said Mason.
Thus, operations managers in the
BP headquarters can identify and
gain valuable insight into emerging
problems before they become
entrenched issues and take immediate
remedial steps. “We can automatically
upload new sets of questions relating
to potential problem areas to all our
compliance advisors in the field via
PDA. We don’t have to wait for
quarter-end to make critical decisions
on something that happened two
months ago. Those decisions are
now based on real-time intelligence
and their impact is immediate across
the organization.”
Mason cites a specific example. In
support of BP vendor advertising and
promotional campaigns BP managers
are expected to set up point-of-sale
(POS) displays throughout their stores.
Early this quarter, BP compliance
advisors began reporting inconsistent
or improper utilization of POS displays.
BP category teams were immediately
alerted to the non-compliance and
mobilized to solve the problem.
Within one week the teams developed
and distributed a POS training pack
for store managers, resulting in
significant improvements in POS
compliance - from 65% to 95%.
The real-time reporting capabilities
of Retriever reduced reaction time by
2 months. “We were able to identify
and solve a problem by looking at
the intelligence gathered from just a
few stores as opposed to relying on a
quarter-end summary report of every
store audit,” said Mason.
Taking a wider perspective, Mason
believes Retriever is one critical factor
contributing to improvements in overall
store compliance rates, which have
increased from 75% to 85% since
Retriever’s implementation. “These new
insights improve our business operations
across the company, and most
importantly, allow us to better support
our vendors, serve our customers and
stay competitive.”
In addition, by restructuring the “We’re one of only two
actual audit and eliminating the paper companies worldwide to
process each BP compliance advisor’s
have achieved Maximo
productivity has doubled, enabling BP
to reduce its field staff by half. OPAL status for wireless
field technician application
Escalating IBM relationship
extension, so we are going to
Retriever has been an IBM partner since
leverage all the opportunities
its inception in 1996. The company
relies on the IBM System x servers IBM offers to raise our
to play a critical role in growing its profile in the marketplace.”
Retriever-as-a-service business, Matthew Vaughn,
according to Matthew Vaughn, marketing marketing program manager,
Retriever Communications
program manager. “For our customers,
data security and service reliability are
paramount. They rely on us to hold
their data, basically forever, so we really
become part of their office system. Our
servers must be up when they are up,
and the data must be available to them
immediately,” he said. “The IBM System
x provides us with the foundation of
dependability and data protection we
need for our customers’ satisfaction.”
Having recently achieved IBM Tivoli®
Open Process Automation Library
Page 41 of 132
(OPAL) status, the company is taking
steps to extend its marketing and
business development relationship with
IBM. In the short term, Vaughn hopes
to leverage the tight integration between
Retriever and IBM Maximo Asset
Management software and is working
with his Sydney-based IBM ISV and
Developer Relations Marketing Manager
to identify programs and benefits that
will help Retriever reach out to the
Maximo community. “We want to let
prospective customers know we’ve
achieved Maximo OPAL status for
wireless field technician application
extension, so we are going to leverage
all the opportunities IBM offers to raise
our profile in the marketplace.”
For more information
Please contact your IBM sales
representative or IBM Business Partner.
Or you can visit us at: ibm.com
More information about the benefits
and resources offered through the IBM
Business Partner program is available at
ibm.com/isv
To learn more about Retriever
Communications, visit:
retrievercommunications.com
To find out more about BP Australia,
go to: bp.com.au
Page 42 of 132
©International Business Machines 2009
IBM Corporation
Route 100
Somers, NY 10589
U.S.A.
Printed in the United States of America
10-09
All Rights Reserved
IBM, the IBM logo, ibm.com, Tivoli and
IBM System x servers are trademarks of
International Business Machines Corporation,
registered in many jurisdictions worldwide.
Other product and service names might be
trademarks of IBM or other companies. A current
list of IBM trademarks is available on the Web at
www.ibm.com/legal/copytrade.shtml
Word is a trademark of Microsoft Corporation in
the United States, other countries, or both.
Other company, product and service names may be
trademarks or service marks of others.
IBM hardware products are manufactured from new
parts or new and used parts. In some cases, the
hardware product may not be new and may have
been previously installed. Regardless, our warranty
terms apply.
References in this publication to IBM products
or services do not imply that IBM intends to make
them available in all countries in which
IBM operates.
The information in this document concerning
non-IBM products was obtained from the
suppliers of those products or from their
published announcements. IBM has not tested
those products and cannot confirm the accuracy
of the performance, compatibility or any other
claims related to non-IBM products. Questions on
the capabilities of non-IBM products should be
addressed to the suppliers of those products.
IBM provides information technology products
and services. In no event shall IBM’s provision of
products or services constitute legal advice and
IBM does not represent or warrant that its services
or products will guarantee or ensure compliance
with any law. IBM’s customer is solely responsible
for identifying, interpreting and ensuring its
compliance with applicable federal, state and local
laws, and regulations and rules relevant to its
business and should seek competent legal advice
as necessary. Printed in the United States on
recycled paper containing 10% recovered
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IBM Business Partner Case Study
Caritas der Diözese Linz extends a helping
hand with IBM Lotus Notes Traveler
 The Challenge
Caritas der Diözese Linz wanted
to find a way for its mobile
personnel to communicate easily
with colleagues and with the
organisation’s headquarters.
Caritas needed to enable these
remote workers to send and receive
information without requiring
access to a PC.
Overview
 The Solution
Working with ILS Consult
(www.ils-consult.at), an IBM
Business Partner, the organisation
upgraded to IBM Lotus Domino
8 with IBM Lotus Notes Traveler
software – providing access to
central IT systems via PDAs.
Page 43 of 132
 The Benefits
The solution enables employees
to check email and access central
IT systems wherever they are
working – there is no need to for
them to travel to the office or find a
PC with Internet access. Electronic
transmission of timesheets saves
time and paper, and reduces
workload for administrative staff.
Lotus Notes Traveler is a free
component of Lotus Domino 8, so
there are no additional licensing
costs.
“Lotus Domino 8 Caritas is the social service
organisation of the Roman Catholic
automatically mirrors
church, with 162 subsidiaries
data between servers, working in more than 200 countries
so we can be confident around the globe. Caritas supports
that our systems will be humanity by providing food, water,
safe even if one of the medicine, shelter and other services
to the world’s most vulnerable
servers fails.”
people, and is one of the most active
Heike Albert social organisations in emergency
IT Manager
programming and disaster response
Caritas der Diözese Linz
planning
Caritas has a strong presence in
Austria, with more than 10,000
employees across the country. The
organisation is administered by state
and by diocese, and the division
based in Linz employs around 2,500
people at 60 offices across the region.
A major part of the work performed
by the Mobile Services department
of Caritas der diözese Linz involves
nursing and home care for elderly
people and families, and around 300
of the organisation’s employees are
trained nursing staff.
“Our nursing staff spend most of their
time visiting the people they care for –
helping them with their household and
caring for children and elderly people,”
explains Heike Albert, IT Manager at
Caritas der diözese Linz. “In some
cases, they actually live with the
families they support. As a result, they
don’t have time to visit our offices very
often, and in many cases they don’t
have access to a PC or the Internet, so
it can be a challenge to communicate
with them effectively.”
The nursing staff needed to keep
a manual record of the time they
spent at work. Once a month, they
submitted these records by mail to the
central office, which would initiate an
automated data collection process.
After processing and analysing the
Page 44 of 132
data using a program implemented
on IBM Power Systems technology,
the data was printed out again and
sent back to the employees by mail.
This was a slow and labour-intensive
process, causing a two-week delay
every month and creating significant
workload for administrative staff.
Caritas began to look for a better
solution.
Built-in solution
Caritas began experimenting with
PDAs, using third-party tools to
synchronise them with its central IBM
Lotus Domino email servers. However,
this was not an ideal solution because
the synchronisation tools required
the installation of client software on
Windows-based desktops, and in
many cases, the nurses did not have
access to a PC.
“We wanted a solution that would do
more than just synchronise the PDAs
with the central server – we wanted
to provide real-time access to email
and other systems,” says Andreas
Schneeberger, IT Project Manager.
“ILS Consult suggested upgrading our
IBM Lotus environment, and we were
delighted to discover that Lotus Notes
Traveler, which is a new component
in Lotus Notes and Domino 8, would
deliver the functionality we needed.”
ILS Consult, an IBM Premier Business
Partner and one of the most successful
IT consultancies in Austria, helped
Caritas der Diözese Linz upgrade its
Lotus Domino servers from version
6.5 to version 8 within just two days.
Over the next few months, the Caritas
IT team will begin rolling out the new
Lotus Notes 8 client to users.
“The ILS Consult team worked well
with our in-house team, and we were
glad to have their expert technical
support during the upgrade,” says
Heike Albert. “The Lotus Notes and
Domino environment is very user-
friendly and our in-house team is very
experienced, so we are confident
that we will be able to manage and
maintain the solution without outside
help.”
Saving time and effort
Lotus Notes Traveler provides
automatic, real-time replication of
email, contacts, calendaring, tasks
and journal functions between Caritas’
central Lotus Domino servers and the
PDAs of the 300 nursing staff.
“The solution means that our staff can
always get access to their email, even
if they don’t have access to a PC – so
they can keep themselves updated
with all the latest information and can
communicate with us easily,” says
Andreas Schneeberger. “Another
useful feature is that they can now
use electronic timesheets, which
send data directly to the central
human resources system – so there
is no longer any paperwork for us
to process. It is a much faster and
more reliable system, saving time for
everyone.”
The Lotus Notes Traveler software
currently works with any mobile device
that runs the Microsoft Windows CE
operating system. In the coming
months, IBM is planning to extend
the range of compatible devices, so
Caritas will be able to choose the most
reliable and cost-effective handsets.
“We are also looking forward to
extending the solution,” says Andreas
Schneeberger. “We are hoping to give
our mobile workers the same degree
of access to central systems as our
office-based staff. For example, we
want to make it possible to use the
PDAs to access the HR system and “Lotus Notes Traveler
apply for leave or request training. If
makes it easier for
we can simplify these processes and
reduce the administrative workload for
our nursing staff
our nursing staff, they will be able to to complete vital
spend more time caring for patients.” administrative tasks,
enabling them to work
Safe data
more flexibly and spend
Aside from the benefits of the new
Lotus Notes Traveler solution, Caritas
more time with the
der Diözese Linz is also benefiting people who need them
from the improved clustering most.”
functionalities of Lotus Domino 8.
Andreas Schneeberger
The organisation currently runs Lotus IT Project Manager
Domino on two IBM System x3550 Caritas der Diözese Linz
servers in its data centre, and is
planning to move one of the servers
to a different location as part of a new
disaster recovery strategy.
“The need for a robust disaster
recovery strategy has become
increasingly clear over the last few
years, as more and more of our day-to-
day operations depend on email and
other Lotus Domino-based databases
and applications,” says Heike Albert.
“Lotus Domino 8 automatically mirrors
data between servers, so we can be
confident that our systems will be safe
even if one of the servers fails.”
Flexible working
Heike Albert concludes: “As a social
organisation, it is important for us to
make the best possible use of our IT
budget, so it is a huge advantage that
Lotus Notes Traveler is a standard
component of Lotus Notes and
Domino 8: there are no extra licensing
fees or implementation costs.
“By providing mobile access to central
IT services, Lotus Notes Traveler
makes it easier for our nursing staff to
complete vital administrative tasks,
enabling them to work more flexibly
and spend more time with the people
who need them most.”
Page 45 of 132
 IBM United Kingdom Limited
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References in this publication to IBM products,

programs or services do not imply that IBM intends
to make these available in all countries in which IBM
operates. Any reference to an IBM product, program
or service is not intended to imply that only IBM’s
product, program or service may be used. Any
functionally equivalent product, program or service
may be used instead.

All customer examples cited represent how some

customers have used IBM products and the results
they may have achieved. Actual environmental costs
and performance characteristics will vary depending
on individual customer configurations and conditions.

IBM hardware products are manufactured from new

parts,or new and used parts. In some cases, the
hardware product may not be new and may have
been previously installed. Regardless, IBM warranty
terms apply.

This publication is for general guidance only.

Photographs may show design models.

© Copyright IBM Corp. 2008. All rights reserved.

LOC14067-ATEN-00 (September 2008)

Page 46 of 132
Page 47 of 132
Let’s build a smarter planet
City of Nettuno (Comune di Nettuno)
Nettuno (Roma) Italy
Government
www.comune.nettuno.roma.it
“ACT! is a great example
of how we can use
technology to encourage
our disabled citizens
to make the most of our
town and encourage
disabled tourists to visit.
It demonstrates how we are
using technology to drive
smarter management of
the town.”
— Alessio Chiavetta, Mayor of Nettuno
City of Nettuno
Facilitating access for the disabled community
Nettuno is a town and municipality of the province of Rome in the
Lazio region of central Italy, 60 kilometers south of Rome. A resort
city and agricultural center on the Tyrrhenian Sea, it has a population
of approximately 46,000. Nettuno has a touristic harbor hosting
about 860 boats and a shopping center, selling everything for fishing
and sailing.
The Need
Built in the ninth century, the city of Nettuno presents many obstacles
to access and mobility for disabled citizens and tourists who need to
know which shops, offices, government buildings, restaurants and public
transportation options are wheelchair-accessible. Until recently there
was no centralized, up-to-date source for accessibility information
disabled people could rely on to plan their itineraries.
The Solution
Nettuno developed an interactive service providing real-time
accessibility information via a smartphone application. Named
Accessibility City Tag (ACT!), the service enables users to download
a free application that identifies which town buildings provide easy
and safe access. The service locates the user via GPS capabilities in
the user’s handset and streams data via Wi-Fi or 3G networks.
What Makes it Smarter
• Links and integrates government and private data to provide a free
service that benefits both the individual and the community
• Employs streaming, wireless, Wi-Fi and GPS technology to build a
system tailored to individuals with special needs
• Collects data on the level of accessibility of buildings in town and
translates it into useful information to be streamed immediately
to users
Page 48 of 132
 For more information
Solution Components Please contact your IBM sales representative or IBM Business Partner.
Visit us at:
• IBM® DB2® Everyplace®
• IBM WebSphere®; IBM n.Fluent
ibm.com/government
• IBM Global Technology
Services–Integrated Technology
Services
• IBM Business Partner Neo Sesame

© Copyright IBM Corporation 2010

IBM Corporation
1 New Orchard Road
Armonk, NY 10504
U.S.A.

Produced in the United States

May 2010
All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Everyplace and WebSphere are trademarks of
International Business Machines Corporation, registered in many jurisdictions
worldwide. A current list of IBM trademarks is available on the Web at “Copyright
and trademark information” at
ibm.com/legal/copytrade.shtml

Other company, product or service names may be trademarks or service marks of others.

The information contained in this documentation is provided for informational

purposes only. While efforts were made to verify the completeness and accuracy of the
information contained in this documentation, it is provided “as is” without warranty of
any kind, express or implied. In addition, this information is based on IBM’s current
product plans and strategy, which are subject to change by IBM without notice. IBM
shall not be responsible for any damages arising out of the use of, or otherwise related
to, this documentation or any other documentation. Nothing contained in this
documentation is intended to, nor shall have the effect of, creating any warranties or
representations from IBM (or its suppliers or licensors), or altering the terms and
conditions of the applicable license agreement governing the use of IBM software.

Please Recycle IMC14548-USEN-00

Page 49 of 132
Component reuse with IBM Rational DOORS
Business Case Study
Delphi unites global teams for more cost-effective
component reuse with IBM Rational DOORS.
Overview
■■ Challenge
Delphi wanted to automate
requirements management to
promote cost savings through
component reuse among global
development teams.
■■ Solution
Delphi selected the IBM Rational
DOORS product for requirements
management to enhance team
communication and collaboration.
■■ Key benefits
With Rational DOORS, Delphi’s
teams now share requirements
across different projects, which
helps save time and money while
accelerating time-to-market.
Delphi is a leading global supplier of
mobile electronics and transportation
systems, including powertrain, safety,
steering, thermal, control and security
systems, electrical/electronic architecture
and in-car entertainment technologies.
Every day, millions of drivers travel
the world’s highways in automobiles
built with innovative systems and
technologies by Delphi. Headquar-
tered in Troy, Michigan, Delphi
operates 150 wholly owned manufac-
turing sites in 34 countries. In addition
to its flagship mobile electronics and
transportation systems, Delphi
technology is also found in computing,
communications, consumer electron-
ics, energy and medical applications.
Developing complex systems for the
automotive industry—such as Delphi’s
2008 introduction of the first prepack-
aged driver side airbag assembly in
the steering wheel for the Smart Fortwo
vehicle made by Daimler—demands
strict adherence to customer require-
ments in order to deliver high quality
systems on budget and on time.
Page 50 of 132
“Our key business challenge was to
improve communication among our
globally diverse development teams
so they could be more productive
when working on parallel releases
with shared requirements,” said Lillian
Kelly, Senior Systems Engineer at
Delphi. “We needed an automated
requirements management solution.”
Opening DOORS to efficient component
re-use
In 1997, Delphi’s management started
evaluating different requirements
management solutions. During the
evaluation period, Delphi completed a
parallel pilot with IBM® Rational®
DOORS® software and another
requirements management tool. After
running both tools for approximately
one year, Delphi selected Rational
DOORS software.
Delphi unites global teams for more cost-effective
component reuse with DOORS.
Key Components
Software
• IBM Rational DOORS
“ T he concept of Rational
DOORS was easier
for our users to grasp
and the tech support
personnel were excellent
in helping them get up
to speed.”
— Lillian Kelly,
Senior Systems Engineer,
Delphi
IBM provided on-site consulting services after Delphi completed training and
implementation. Today, approximately 1,200 employees in North America, Europe
and Asia use the Rational DOORS solution on a regular basis.
“The concept of DOORS was easier for our users to grasp and the tech support
personnel were excellent in helping them get up to speed,” Kelly said. “Also, the
client/server installations were very straightforward, and it was a smooth implemen-
tation overall.”
On a daily basis, Delphi’s global teams use DOORS software to help them
automate requirements management for parallel development. Project team
members can import requirements from the DOORS repository to reuse in a new
project. They can set different competencies views and attribute values, as well
as link the requirements and test procedures to higher level requirements. Delphi
customized the Rational DOORS graphical user interface (GUI) to consolidate
multiple steps into a single GUI.
A small group of Delphi developers are also using DXL, the DOORS eXtension
Language, to customize and extend the standard interface of DOORS software
to create additional requirements management capabilities.
Uniting global teams with Rational DOORS software
Adopting DOORS software for requirements management has helped Delphi
give all of its global teams unprecedented accessibility to requirements, making
it easier to share requirements for parallel development. Because of the improved
communication among global teams, Delphi’s managers now can get a quick
view of the project status and costs incurred throughout the development
lifecycle. They can also more easily catch “orphan requirements” and other
problems earlier in the development lifecycle, thus reducing costly rework. As
a result, the quality of meeting customer requirements has improved and costs
can be managed more accurately.
Page 51 of 132
“DOORS has helped Delphi improve development team communication, resulting “ DOORS improves
in meeting customer requirements faster and more accurately,” Kelly said. “Also,
development team
newer team members can be brought up to speed quickly because DOORS is
user friendly.”
communication, which
helps us meet customer
“Delphi plans to add other IBM Rational development tools to integrate with DOORS,”
requirements faster
Kelly said. “We know that they will streamline seamlessly with our automated require-
and more accurately.”
ments management processes in DOORS.”
— Lillian Kelly,
Senior Systems Engineer,
For more information Delphi
To learn more about DOORS software, contact your IBM representative or
IBM Partner, or visit:

ibm.com/software/rational

Page 52 of 132
 © Copyright IBM Corporation 2009

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

June 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, DOORS and Rational

are trademarks or registered trademarks of
International Business Machines Corporation in the
United States, other countries, or both. If these and
other IBM trademarked terms are marked on their
first occurrence in this information with a trademark
symbol (® or ™), these symbols indicate U.S.
registered or common law trademarks owned by
IBM at the time this information was published.
Such trademarks may also be registered or common
law trademarks in other countries. A current list
of IBM trademarks is available on the Web at
“Copyright and trademark information” at
ibm.com/legal/copytrade.shtml

Other company, product, or service names may

be trademarks or service marks of others.

References in this publication to IBM products or

services do not imply that IBM intends to make them
available in all countries in which IBM operates.

The information contained in this document is

provided for informational purposes only and
provided “as is” without warranty of any kind,
express or implied. In addition, this information is
based on IBM’s current product plans and strategy,
which are subject to change by IBM without notice.
Without limiting the foregoing, all statements
regarding IBM future direction or intent are subject
to change or withdrawal without notice and
represent goals and objectives only. Nothing
contained in this documentation is intended to, nor
shall have the effect of, creating any warranties
or representations from IBM (or its suppliers or
licensors), or altering the terms and conditions of
the applicable license agreement governing the
use of IBM software.

This document illustrates how one organization

uses IBM products. Many factors may have
contributed to the results and benefits described;
IBM does not guarantee comparable results
elsewhere.

RAC14077-USEN-01

Page 53 of 132
Case Study

DHL Express Germany

Overview

 Challenges:
To promote continued healthy growth,
DHL Express Germany’s internal
processes needed to be coordinated
as effectively as possible in order to
boost efficiency, which is the key to
generating profit. With the ultimate
aim of maintaining DHL’s leadership
in the express market, the project also
had to include the reorganization,
expansion and standardization of
DHL’s existing BI landscape.

 Benefits:
• Increased user convenience

• Elimination of manual processes

A delivery service must be reliable
• Cost savings
and fast, while maintaining a constant
• Decision support to optimise overview. This is what customers expect
the business when they use DHL Express to send
goods all over the world. A rapid and
 Platforms:
reliable overview is essential for the
Express Germany GmbH operates in
this market as an independent company
within the Deutsche Post World Net
subsidiary, DHL.
The organisation’s core business is

• SAP company as well, when it comes to courier and express services for private
analysing and assessing its business and business customers. From letters
• Oracle processes. DHL Express Germany is to 2.5 ton pallets, DHL Express sends

• IBM Informix standardising its business intelligence consignments to Germany, Europe

• IBM InfoSphere DataStage
 Solutions:
• IBM® Cognos® 8 BI
• IBM® Cognos® Go! Mobile
(BI) environment on IBM Cognos 8 BI and
is optimising its processes. To address
the continuous rise in world trade as the
result of globalisation, today’s transport
services need to be fast and reliable.
Demand for time-critical express
services is rising, with an annual growth
rate of 6 to 8 percent in the global express
market over the last few years. DHL
and destinations all over the world, with
timed deliveries available on request.
To achieve this, DHL maintains a huge
global infrastructure, covering 220
countries and regions. About 300,000
employees strive to exceed customers’
expectations every day with rapid and
reliable service. Every year, DHL sends
around 1.5 million consignments to more

Page 54 of 132
than 120,000 destinations all over the Strategy followed
world. The company is the leader in the In May 2007, under the technical
international express market, but it faces management of the Controlling
tough competition. department, DHL launched the KPR
Express project with the definition of
Challenges faced
requirements for its new solution. The IT
To maintain its leadership in the express
department then took over, working in
market, DHL Express Germany relies
close cooperation with Deutsche Post’s
on a detailed analysis of its operational
inhouse IT service provider.
business and customer profitability. The
logistics specialist uses IBM Cognos BI
The system landscape had to be
tools to identify potential improvements
capable of using existing data and
and reduce costs. “In the past, sales
making it available to other applications.
controlling focused primarily on sales
Secondly, it needed to map the process
growth,” explains Klaus Baumhauer, a
chain that the products pass through
Controller at DHL Express.
as precisely as possible—including
special processes, a common feature in
“To promote healthy growth, our internal
express business. The third requirement
processes need to be coordinated
in the specifications was automation:
as effectively as possible. As well as
“Reports and analyses need to provide
improving our service to the customer,
users with a clear view of all relevant
this helps us to work more efficiently—the
information when required, at the touch
key concept is contribution to profit. IBM
of a button,” states Peter Barysch.
Cognos 8 BI supports us with this task.”

Standardisation was another important

The project also included
aim. In the past, the company had a
reorganisation, expansion and
whole range of BI applications, and just
standardisation of the BI landscape.
as many information silos. IBM Cognos
The first step took place at the start of
8 BI offered all the functionalities the
2007, with the organisational separation
company needed in a single platform.
of the express and parcel divisions. Just
Integrated throughout the entire
two years before, the two divisions had
company, the solution allows analyses
set up a customer value management
to be run on all data sources, providing
solution as a databasesupported
a comprehensive view of national
application. The application
and international business. Loading
consolidated sales and costs, but “it
processes and key figures were defined.
didn’t go far enough,” explains Peter
Costs were specified for each process
Barysch, Head of DataManagement at
step, with some assigned directly to a
DHL Express.
consignment, and other costs divided

Page 55 of 132
by the total number of consignments,
as well as additional higher level costs.
“To continue to improve our business
intelligence and take account of the fact
that we had become a new division,
we used existing hardware to create a
completely new BI environment and a
new data warehouse,” explains Peter
Barysch.
Ensuring data quality in the data
warehouse—an IBM Informix
database—proved a huge challenge,
with partially incomplete data and
inconsistent processing. These errors
were resolved by means of specific
data enhancement. The process used
a very wide range of data sources,
involving Oracle, SAP, flat files, Teradata
and Excel. Detailed production data
is particularly important for DHL
Express. Peter Barysch explains, “A
consignment can be processed in many
different ways. For example, some of
our customers have high consignment
volumes which, for capacity reasons,
cannot be handled in the local station.
We collect the shipments by lorry and
bring them straight to the gateway.
For other customers, we have our
own staff in the logistics centres,
which is responsible for preparing the
consignment. We need to consider all
the details of these special cases in our
costings. There is also master data,
including customer data, product data,
cost types and information about the
sales structure.”
DHL Express has developed new
loading procedures to handle all this
information and load it into the data
warehouse with the required quality
using IBM InfoSphere DataStage.
IBM Cognos 8 BI was implemented at
the same time. The solution was fully
installed in May 2008, after some initial
performance problems had been ironed
out. “The complexity of this project was
clear from the very start,” recalls Klaus
Baumhauer. “This made the support we
received from management even more
important, and we always knew that we
had full backing from above.”
Benefits realised
The solution is now operating with the
required speed and reliability, analysing
30 million data records in a matter of
seconds, with a clear overview of results
made available to users. Most of these
reports, with up to 15 different sub-
reports, are very complex, and the data
models used provide great added value.
“We now have a very precise view of
our customers’ contribution margins
from a range of perspectives: the
salesperson’s point of view, the
product view and the view at each
individual process step,” explains
Klaus Baumhauer. “We can also
identify the main cost drivers and use
this information to optimise our internal
production processes. Previous-year
and year-to-date analyses help us to
identify trends, for instance: where has
the company improved, where do we
need to take action?” IBM Cognos also
highlights costs that used to be hidden
due to the previous lack of special-
process integration. “For example, we
have a customer whose consignments
cannot be processed by machine.
Rather than using a conveyor belt, these
consignments need to be carried by
an employee—and this generates high
costs. We couldn’t see this with the
previous BI landscape.”
Peter Barysch points out another result:
“We now have figures that are accepted
by controlling from the outset, and
we can use this information to create
fully integrated sales reporting. There
are also some practical benefits. The
user-friendliness of the solution means
that even employees from outside the
controlling area can use the system with
relatively little training.”
Around 100 users from sales, marketing,
controlling and management use the
IBM Cognos solution. They all work with
the same application and the same
data, but have access to user-specific
views to support their decisions and
ensure optimal marketing effectiveness.
“The data models give us the required
flexibility to compile individual
requirements and create reports to
provide optimal support,” says Peter
Barysch. IBM Cognos also generates
highly aggregated overviews for top
management.

Page 56 of 132
The decision in favour of Cognos was
also based on positive experience
in the past. “Some of the key factors
behind our decision were the effective
and open partnership, the integrated
reporting platform with links to different
functions in the product and the
solution’s user friendliness,” says Peter
Barysch. Whereas in the past data
was entered manually from a wide
range of sources, it can now be loaded
easily into the BI platform, where it
is then available for use in analyses
and reports. Reducing the number of
manual processes—in combination
with the lower server costs—has also
helped to cut operating costs. “The
implementation of IBM Cognos 8 BI has
allowed us to streamline our internal
processes and reduce operating costs
through standardisation. Not forgetting
the additional functionalities,” sums
up Ralf Schweighöfer, CIO at DHL
Express Germany.
Future plans are already in place. On
1 July 2008, the company introduced
a new logistics product, Day- Definite
International, an international
service with delivery guaranteed
on a specific day, demonstrating
another IBM Cognos benefit. The
flexible IBM Cognos solution quickly
mapped the new product, despite
the different processes and the fact
that other parameters drive costs.
Standardisation has brought benefits,
avoiding the need to change a whole
range of different applications. “Our
IBM Cognos solution provides us with
the required transparency and an
optimal tool to manage the product and
maintain a precise view of costs. This
demonstrates the solution’s business
value,” stated Klaus Baumhauer. DHL
Express is not forgetting that IBM
Cognos Go! Mobile usage is due to start
this year with CXO reports sent straight
to managers’ Blackberrys, giving
them access to important business
information at any time, and from any
location.
About IBM Cognos BI
and Performance Management
IBM Cognos business intelligence (BI)
and performance management solutions
deliver world-leading enterprise planning,
consolidation and BI software, support
and services to help companies plan,
understand and manage financial and
operational performance. IBM Cognos
solutions bring together technology,
analytical applications, best practices,
and a broad network of partners to
give customers an open, adaptive and
complete performance solution. Over
23,000 customers in more than 135
countries around the world choose IBM
Cognos solutions.
For further information or to reach a
representative: www.ibm.com/cognos
Request a call
To request a call or to ask a question,
go to www.ibm.com/cognos/contactus.
An IBM Cognos representative will
respond to your enquiry within two
business days.
Page 57 of 132
© Copyright IBM Corporation 2009
IBM Canada
3755 Riverside Drive
Ottawa, ON, Canada K1G 4K9
Produced in Canada
May 2009
All Rights Reserved.
IBM, the IBM logo and ibm.com are trademarks
or registered trademarks of International
Business Machines Corporation in the United
States, other countries, or both. If these and
other IBM trademarked terms are marked on
their first occurrence in this information with
a trademark symbol (® or ™), these symbols
indicate U.S. registered or common law
trademarks owned by IBM at the time this
information was published. Such trademarks
may also be registered or common law
trademarks in other countries. A current list
of IBM trademarks is available on the Web at
“Copyright and trademark information” at
www.ibm.com/legal/copytrade.shtml.
Other company, product and service names
may be trademarks or service marks of others.
This case study is an example of how one
customer uses IBM products. There is no
guarantee of comparable results.
References in this publication to IBM products
or services do not imply that IBM intends to
make them available in all countries in which
IBM operates.
Any reference in this information to non-IBM
Web sites are provided for convenience
only and do not in any manner serve as an
endorsement of those Web sites. The materials
at those Web sites are not part of the materials
for this IBM product and use of those Web sites
is at your own risk.
IMC14238GBEN-00
IBM Software
WebSphere
Overview
Business challenge
To target customers more effectively, EMT
uses multi-channel marketing campaigns,
driven by sophisticated business rules.
Creating and editing these rules was
complex, creating significant work for the
in-house and external development
teams.
Solution
EMT worked with Webmedia, an IBM
Business Partner, to create a simpler way
to manage business rules, using IBM
WebSphere ILOG JRules.
EMT gains more flexible,
responsive campaign
management
With an IBM WebSphere ILOG JRules solution from
Webmedia
Based in Tallinn, EMT is one of Estonia’s leading mobile
telecommunications providers; it owns and operates network
infrastructure and develops and markets services and solutions both
within Estonia and internationally. The company has more than 80
retail stores and branch offices across the country, and employs 500
people.
EMT’s success can partly be attributed to its sophisticated approach to
marketing, which leverages numerous channels to communicate special
offers and promotions to existing and prospective customers.
“Whatever method the customer wants to use to interact with us –
whether they visit one of our retail stores or our e-shop, or log in to
our self-service Web site, or call our customer service team, or just look
at their phone bill – we are able to make them the same offers,” explains
Alar Jõeste, Project Manager for the Development Team at EMT. “The
systems that push these offers out through the channels use a complex
set of business rules to decide which marketing content is displayed to
which customers – for example, corporate customers might be offered a
discount at one rate, while consumers are offered a different rate. At
any given time, there could be more than 15 simultaneous campaigns
running through EMT’s channels.”
Empowering non-technical staff
New campaigns often require new business rules to be created, or
existing ones to be modified. The rules are based on Java code, and
whenever the marketing team wanted to launch a campaign, it was
necessary to submit change requests to the IT team.
“There were several different repositories for business rules, and it
could be difficult just to find the right lines of code – let alone change
them!” says Alar Jõeste. “Even a minor change could often require
significant development effort, distracting our IT team from more
Page 58 of 132
IBM Software
WebSphere
Business Benefits
• Back-office staff can create rules that
define how campaigns and services will
be used and whom they will target – with-
out any need for programming knowledge
• IT teams spend less time programming
rules and can focus on more strategic
projects
• Simple rule changes can be implemented
in less than two days, instead of being tied
to the standard monthly development and
testing cycle. As a result, new campaigns
and services can be launched more
quickly.
strategic projects. Moreover, these change requests became part of our
monthly development cycle, so it could take up to a month for the new
rule to be tested and released. This made it difficult for marketing to
react quickly to the latest trends.”
EMT began to look for a more efficient way to manage business rules.
The team wanted to implement a single central repository for all rules,
and also make it easier to implement minor changes without significant
development effort.
“When we started looking for solutions, there was really only one
product on the market that could deliver what we needed: IBM
WebSphere ILOG JRules,” says Alar Jõeste. “It translates business rules
written in Java into a simpler language, so even non-technical staff can
make changes to them. We saw this as a huge advantage, because it
would allow the marketing team to define their own campaign targets
and reduce work for the IT team.”
Partnership for success
EMT worked with its long-term IT partner, Webmedia, to implement
the WebSphere ILOG JRules solution. The initial design and
deployment of the solution took around four months, and the system is
still being developed and extended.
“Webmedia is one of our closest partners, and has been helping us with
IT support and development for many years,” explains Alar Jõeste.
“They understand the logic of our business and know how we work, so
they are able to deliver solutions that really meet our needs.
WebSphere ILOG reduces our development workload – so, ironically,
we actually need less help from Webmedia than we did before.
Nevertheless, Webmedia has embraced the solution, which shows that
they have our best interests at heart.”
IBM WebSphere ILOG Rule Team Server provides a browser-based
interface that enables business users to define, store and edit business
rules easily, while Rule Execution Server deploys them into production
safely. For developers, Rule Studio provides a more sophisticated
Eclipse-based development environment, which can switch between
rules and Java code effortlessly.
“More complex rule-changes still need to be implemented by
developers – whether they are from our in-house team or from
Webmedia,” says Alar Jõeste. “But in general, standard campaigns can
be managed by the back-office without much help from us. As a result,
it is now possible to create, test and release a campaign within a couple
of days – significantly faster than when we were tied to the monthly
release schedule.”
Page 59 of 132
IBM Software
WebSphere

Efficient and responsive

In addition to the benefits for the IT and marketing teams, the solution
“IBM WebSphere ILOG also helps dealers in the retail stores deliver better offers to their
JRules is making a major customers. Previously, the dealer would have to read through a list of
contribution to the all campaigns and decide which was most appropriate for each
customer. Now, the solution can calculate the best offers for each
efficiency of our customer based on their age, phone usage, professional status and other
marketing and sales factors – so it is easier for the dealer to present a compelling offer,
processes, helping us get which may help to close the deal.
campaigns and products “As well as marketing campaigns, we are also using the WebSphere
to market more quickly, solution to manage the business rules that govern the sale of packages
reducing workload for and services,” says Alar Jõeste. “There are many complexities here, and
our IT team, and having a coherent set of business rules helps us make important
decisions more easily.”
reducing our reliance on
external IT suppliers.” Tiit Tammiste, CIO of EMT, concludes: “IBM WebSphere ILOG
JRules is making a major contribution to the efficiency of our
— Tiit Tammiste, Chief Information Officer, EMT marketing and sales processes, helping us get campaigns and products
to market more quickly, reducing workload for our IT team, and
reducing our reliance on external IT suppliers. It is hard to quantify the
benefits, but we are confident that the ability to react more quickly to
an ever-changing marketplace will help us reduce costs and gain
competitive advantage in the Estonian telecommunications sector.”

For more information

To learn more about IBM software, contact your IBM sales
representative or visit: ibm.com

To learn more about products, services and solution from Webmedia,

visit: webmedia.ee

Page 60 of 132
IBM Software
WebSphere

© Copyright IBM Corporation 2010

IBM Eesti
Toompuiestee 33 A
10149 Tallinn
Estonia

Produced in Estonia
February 2010
All Rights Reserved

IBM, the IBM logo, ibm.com, ILOG and WebSphere are trademarks of International
Business Machines Corporation, registered in many jurisdictions worldwide. A
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References in this publication to IBM products, programs or services do not imply

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Page 61 of 132
Page 62 of 132

Overview
The Need
Globe Telecom needed to reach a new
level of agility in the creation and man-
agement of promotional service offerings.
The Solution
In a joint engagement, IBM and Nokia
Siemens Networks designed and built a
SOA-based service creation and delivery
platform that enables Globe to rapidly
and cost-effectively create service offer-
ings from reusable service components.
What Makes it Smarter
Globe is able to drive revenue improve-
ment from hundreds of simultaneous tar-
geted promotions, which are enabled by
the integration of customer intelligence,
behavior segmentation, profit simulation
and promotion execution—all delivered
through an integrated and automated
solution.
The Result
“We can react very quickly to promo-
tional opportunities when they arise.”
— Mario Domingo, Head of Product
Design and Creation, Globe Telecom
Globe Telecom:
Gaining marketing agility with smart promotions
Within the global market for mobile communication services, the
Philippine market stands out for a number of reasons. One is its
extremely rapid growth, having gone from single-digit penetration to
80 percent in less than a decade. Another is the fact that no country in
the world generates more SMS text messages than the Philippines.
What may top the list of notables, however, is the fact that nine of
every 10 mobile users do so through prepaid plans. The popularity of
prepaid reflects a variety of social and economic factors, including a
high degree of price sensitivity among the average Filipino mobile
customer.
For the country’s mobile operators, the prepaid phenomenon has led
to a unique competitive dynamic, with a window of opportunity for
gaining (and losing) customers opening much more often than the
fixed-term service contract model. Each time a consumer’s prepaid
account balance reaches zero, the customer has the choice of replen-
ishing with its existing provider, signing with a new provider or letting
service lapse altogether. That’s the central reason that the rate of cus-
tomer churn in the Philippines—and most other prepaid markets—is
extremely high. Add this to the market’s maturity and price sensitivity
and you get a recipe for cutthroat competition.
Seizing opportunity through agility
In such an environment, success comes to the fast, nimble and
intelligent—defined by the ability to target market opportunities with
tactical campaigns, monitor their effectiveness and fine tune them in
short order. That’s exactly how Globe Telecom—the number two
provider in the Philippines, with 27 million customers—is approaching
the competitive challenge. Globe specifically recognized that the most
effective way to attract and retain the value-conscious Philippine
mobile customer was to spur action through time-limited marketing
promotions—for example, reload HSDPA service with PHP30 and also
get 24 hours unlimited SMS product. Call it opportunistic marketing
in the extreme.
Page 63 of 132

Business Benefits
● Expected one-year payback period
● 600 percent increase in promotion
effectiveness
● More than 95 percent reduction in
the time and cost of developing new
promotions
● Improved uptake of services through
the smart delivery of promotional offers
● Improved ability to offer “long-tail” pro-
motions and services
● Increased market share and revenue
through improved customer experience
and more effective promotional
campaigns
While Globe’s marketing staff had no shortage of creative promotional
ideas—or the energy to carry them out—the company’s heavy reliance
on its traditional vendors (particularly IN) to develop new services put
a major drag on its agility. Under a typical scenario, it took roughly
10 months and most often several hundreds of thousands of dollars to
develop and bring a new service to market. Moreover, the fact that
each of Globe’s lines of business operated its own service creation silo
made the creation of bundled, composite service promotions equally
complex due to integration requirements.
Mario Domingo, Globe’s Head of Product Design and Creation, rec-
ognized the opportunity to transform service creation from a liability
into a source of major competitive advantage by making it faster, less
expensive and—by extension—far less of a risky proposition.
Domingo’s vision was to create a service delivery platform that
would use open, SOA-based connections across its infrastructure
that would vastly simplify the assembly and provisioning of new serv-
ices. Domingo and his team saw IBM—by virtue of its track record,
technology and resource breadth—as best positioned to help Globe
realize the vision.
The Inside Story: Getting There
The Challenge … Within telecom providers, the move to a serv-
ice delivery platform almost always arouses a protective instinct on
the network operations side of the company—a reluctance to allow
any initiative that could threaten the performance and stability of
core network systems. Globe was no exception. Attempts in previ-
ous years to advance its flexible service delivery vision had run into
strong skepticism about the risks of any model that altered the
long-standing reliance on traditional telecom equipment vendors—
skepticism that resonated among senior management.
The Breakthrough … The breakthrough came in the form of an
innovative project proposal that combined IBM’s SOA-enabled
Service Provider Delivery Environment (SPDE) framework and
service delivery expertise with the core telephony expertise of
Nokia Siemens Networks (NSN). The SPDE Framework enabled
Globe and NSN to integrate process optimization with business
analytics. In addition to complementing its technology and expert-
ise, IBM’s teaming with NSN gave Globe’s network operations and
senior management the comfort and assurance they needed that the
integrity of core network systems would remain intact.
Page 64 of 132
 Keeping It Small … Equally important to buy-in was a business
case under which the solution would be deployed in small, manage-
able increments and business value would be realized almost from
the start. In part, this approach acknowledged the bigger risks of
disruption that “big bang” deployments posed. More essentially,
however, it reflected Domingo’s belief that the best way to build
support was on a foundation of solid, irrefutable results. To further
strengthen support, Domingo and his team engaged IBM to run
information workshops outlining the benefits and implications of
the new strategy throughout the company.

Lessons Learned … Looking back at the engagement as a whole,

Domingo sees the openness with which Globe was willing to work
with IBM and NSN is a key reason for its success. “Our trust in
the deployment team enabled us to treat them as de facto members
of our internal staff. Our work together with the IBM and NSN
team was as much a partnership from the sales process all the way
through to delivery. Because we’ve collaborated so closely with
IBM and NSN, we’ve essentially ended up with an extended
knowledge pool in terms of what we should be deploying, how we
should go about it and what are the best practices. This collabora-
tion was critical.”

Smarter Telecommunications Gaining tactical agility with smarter promotions

Instrumented Information delivered from the customer handset

enables Globe to measure the success of promotional
activity and ongoing behavior.

Interconnected Using SOA to abstract connections between the net-

work and IT systems enables Globe to dramatically
simplify service creation.

Intelligent Leveraging information gathered from handsets,

Globe is able to identify the optimal service promo-
tion for each customer—and the best time to
deliver it.

Page 65 of 132
 Within just three months of signing the contract, IBM and NSN had
developed and commercially launched the first marketing promotion
Solution Components
that leveraged the new solution. Targeted to Globe’s channel partners,
Framework it was to yield a 600 percent increase in sales. The use case is that
● Service Provider Delivery Environment “magic” point—the open window—when a customer walks into a
(SPDE)
retailer to replenish a depleted balance. At that point, the retailer is the
Software strongest potential influence over which mobile provider the customer
● IBM WebSphere® chooses.
● IBM Tivoli®
● IBM Rational® The best way for providers to tap into that potential is to provide cash
Servers incentives—an approach Globe has long practiced. The problem was
● IBM BladeCenter® that the traditional (manual) method of recording new subscribers at
Services the point-of-sale and sending it upstream for processing took a long
● IBM Sales and Distribution time, requiring retailers to wait as much as six months for payment.
● IBM Software Group Not the strongest incentive for advocacy.

Using the new service platform—known as the Toolbox—Globe devel-

oped a smart incentive promotion that records new customers instantly
at the point of sale by capturing information within an activation text
message sent by the customer. The message not only captures the
identity of the retailer, but also automatically provisions the promo-
tional service package for the customer. Most importantly for the
retailer, receipt of incentive payments from Globe is nearly immediate,
which is probably the biggest reason that the new retailer promotion
model yielded a greater than 600 percent increase in sales, as compared
“Our ability to develop with 15 percent under the older promotion model.
new service promotions
quickly has given our The efficiency of the Toolbox solution derives from its ability to
create libraries of reusable service assets, which can then be
marketing people the assembled into composite service offerings. In creating new services,
means to be more Globe’s developers use IBM Rational® Application Developer for
WebSphere® and Rational Software Architect to help simplify the
aggressive—and has
design, development and deployment of new promotions and services,
made our programs while IBM Rational Performance Tester, Rational Functional Tester
more effective.” and Rational Service Tester for SOA Quality help staff to identify the
presence and cause of system performance bottlenecks, automate func-
— Mario Domingo tional and regression testing and improve the quality of Web service-
based SOA applications.

Page 66 of 132
Timely delivery yields results
Another way Globe is using the Toolbox to seize customer opportuni-
ties is through the intelligent sensing needs, and the ability to respond
to it in a targeted, timely and compelling way. The key to opportunis-
tic marketing is awareness. Using the Toolbox solution, Globe’s
marketers can configure triggers that automatically detect when, for
example, a customer’s promotional use of three hours worth of high-
speed data service is minutes from expiring. At that point, Globe can
deliver a personalized, time-sensitive marketing promotion—the right
offer, at the right time—thereby substantially improving uptake rates,
and minimizing the customer’s chance of letting his/her balance reach
zero, and ultimately improving market share.

Globe’s adoption of flexible service delivery is a powerful example of

how “long-tail” promotions—those that are generally short lived,
highly targeted, and able to be created cheaply and rapidly—are
emerging as the primary engine of long-term revenue growth and
profitability for telcos. The 10 months and several hundred thousand
dollars it used to require to create a new service is now down to an
average of thousands and less than a week from conception to
execution—a level of efficiency that enables Globe to offer several
promotions per week. Says Domingo: “We can react very quickly to
promotional opportunities when they arise. Just as important, we can
detect in near real time whether the mechanics of our promotion are
working—and if they’re not, we can change them almost instantly.” On
the strength of the low cost and flexibility enabled by the Toolbox
solution, Globe expects to achieve full payback on its investment in less
than a year.

Aiming for number one

Domingo sees Globe’s new service creation platform as figuring promi-
nently in the company’s strategy of delivering a superior customer
experience and smart retailer incentive programs to become the num-
ber one provider in the Philippines. “Our ability to create and execute
smart service promotions with speed and agility gives us a strong
opportunity to take leadership in the marketplace,” says Domingo.
“IBM’s help in refining and achieving this vision has been crucial to
our success.”

Page 67 of 132
For more information
To learn more about how IBM can help you transform your business,
please contact your IBM sales representative or IBM Business Partner.

Visit us at:
ibm.com/smarterplanet

© Copyright IBM Corporation 2010

IBM Corporation
1 New Orchard Road
Armonk, NY 10504
U.S.A.
Produced in the United States of America
March 2010
All Rights Reserved
IBM, the IBM logo, ibm.com, Let’s Build a Smarter Planet, Smarter Planet, the
planet icon, BladeCenter, Rational, Tivoli and WebSphere are trademarks of
International Business Machines Corporation, registered in many jurisdictions
worldwide. Other product and service names might be trademarks of IBM or
other companies. A current list of IBM trademarks is available on the Web at
ibm.com/legal/copytrade.shtml
This case study illustrates how one IBM customer uses IBM products. There is no
guarantee of comparable results.
References in this publication to IBM products or services do not imply that
IBM intends to make them available in all countries in which IBM operates.

Please Recycle
ODC03164-USEN-00

Page 68 of 132
Case Study QuickView

Hardware retailer increases mobile messaging security and flexibility

while improving integration with IBM Lotus

Hartman Rauta Oy operates a number of hardware and do-it-yourself

Overview
(DIY) stores for private consumers and the construction industry.
Hartman Rauta Oy The company’s retail stores focus on providing products for leisure
Vaasa, Finland
activities as well as interior decoration and construction.
www.hartman.fi

Industry Challenge
• Retail Hartman Rauta Oy (Hartman) had been using IBM Lotus Notes V7 software
hosted on an IBM System i5 server as it legacy e-mail and messaging platform,
Employees
and was satisfied with the existing system. However, the company wanted to take
• 1,000-5,000
advantage of a number of new updates and improvements available in the latest
Products version of Lotus Notes software, including new features that would improve mobile
• IBM Lotus Mobile Connect
® ®
data security. In addition, Hartman wanted to implement a virtual group working
• IBM Lotus Quickr ™ environment to support improved communication and collaboration.
• IBM Lotus Notes V8.5
®

• IBM Lotus Notes Traveler V8.5
• IBM System i5®
“IBM Lotus software
provides the tools we
Solution
Hartman worked with IBM to upgrade its e-mail and messaging platform to
IBM Lotus Notes V8.5 software. The upgrade allowed the company to replace
its legacy Intellisync software with IBM Lotus Notes Traveler V8.5 software,
offering quick access to e-mail and attachments, calendar, address book,
journal and to-do list for Lotus Notes mobile users. Hartman also implemented
IBM Lotus Mobile Connect V8.5 software, helping to increase mobile security
for the company’s virtual private network connections. Hartman implemented
IBM Lotus Quickr V8.5 team collaboration software to create a shared work-

need to leverage mobile
productivity—without
sacrificing security.”
—Jari Pienkuukka, Director, Logistics
and ICT, Hartman Rauta Oy
space that helps groups work together on projects and easily share everyday
content such as documents and rich media.
Benefits
• Increased security and flexibility of mobile connections
• Improved integration between the Lotus Notes platform and the company’s
mobile Symbian operating system–based handhelds

• The Domino Attachment and Object Service built into Lotus Notes V8.5 helps
save storage capacity by minimizing duplicate file attachments

Page 69 of 132
 © Copyright IBM Corporation 2009

IBM Software Group

Route 100
Somers, NY 10589

Produced in the United States

August 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, Lotus, Lotus

Notes, Quickr and System i5 are trademarks of
International Business Machines Corporation,
registered in many jurisdictions worldwide. A
current list of IBM trademarks is available on the
Web at “Copyright and trademark information”
at ibm.com/legal/copytrade.shtml.

Other company, product or service names may be

trademarks or service marks of others. The informa-
tion contained in this documentation is provided
for informational purposes only. While efforts were
made to verify the completeness and accuracy of
the information contained in this documentation, it is
provided “as is” without warranty of any kind, express
or implied. In addition, this information is based on
IBM’s current product plans and strategy, which are
subject to change by IBM without notice. IBM shall
not be responsible for any damages arising out of the
use of, or otherwise related to, this documentation
or any other documentation. Nothing contained in
this documentation is intended to, nor shall have the
effect of, creating any warranties or representations
from IBM (or its suppliers or licensors), or altering the
terms and conditions of the applicable license agree-
ment governing the use of IBM software.

LOC14140-USEN-00

Page 70 of 132
Page 71 of 132
Case Study QuickView
Iskratel more than doubles call processing capacity with
IBM solidDB to service 2 million calls at peak hours
Overview
Iskratel
Kranj, Slovenia
www.iskratel.com
Industry
• Telecommunications
Products
• IBM® solidDB®
For more information, visit:
ibm.com/software/data/soliddb
“Ouruseofsharedmemory
accessinthelatestrelease
ofsolidDBwillenableus
todoublecapacityand
achieveresponsetimes
nearlythreetimesfaster.”
ˇ
– AndrejCiglic,Director,
Research&Development,Iskratel
Iskratel is a leading developer of adapted and highly integrated solutions in the field of
communications for fast-growing convergent networks. The high quality of its advanced
high-technology networking elements and infrastructure configurations makes the
company one of the key innovators of such technologies.
Challenge
Iskratel’s SI3000 family of products enables telecom providers to deliver the full range
of voice, data and multimedia services for both end-users and business users. The
telecommunications equipment supports fixed, mobile, IP and voice-over-IP (VoIP)
networks, delivering the necessary products to control the next-generation network
elements. Iskratel products exercise service, call session and connection control for
NGN (Next Generation Network) call servers, SIP (Session Initiation Protocol) servers,
IMS-based (IP Multimedia Subsystem) architecture products and media gateways.
Vital to the success of the SI3000 products is the underlying database technology
where subscriber data, service details and configuration settings are maintained.
ˇ Iskratel’s director of Research & Development, explains: “The ability of
Andrej Ciglic,
our applications to access the database in microseconds is a critical issue. Any delays
would further delay the provisioning and configuration of services leaving serious
repercussions for telecom providers.”
The company has traditionally used an internally developed in-memory database
to deliver rapid access to information (90 percent of the workload is read
requests). However, as Iskratel sought to expand its reach worldwide and support
increasingly sophisticated high-volume telecom services, the company realized
this database simply couldn’t deliver the capacity, reliability or redundancy
required. “Our goal is to become a worldwide supplier of telecommunications
ˇ “The
equipment, targeting more than €100 million in revenue annually,” says Ciglic.
ability to process more BHCAs [busy hour call attempts] means higher system
capacity, which will allow us to support new markets and services.”
Solution
Working with IBM® database experts, Iskratel implemented the IBM solidDB®
relational, in-memory database as the foundation for its telecommunications
equipment. The development staff evaluated solidDB against several other
databases and selected solidDB according to its high performance and speed.
“We evaluated other similar products and found out that these databases
ˇ “With solidDB, we access
accessed data in the range of milliseconds,” says Ciglic.
data in the range of microseconds.”
Page 72 of 132
Besides its extreme speed delivery, solidDB offered a dramatic boost in
database performance. For telecom providers, the key metric of performance
© Copyright IBM Corporation 2010
is busy hour call attempts (BHCA)—the number of telephone calls that are
supported at peak hours of the day. Previously, Iskratel’s equipment supported
about 200,000 BHCAs. Today, through product innovations and the use of
solidDB, Iskratel supports upwards of 1 million BHCAs. The company expects
a growth in capacity to more than 2 million BHCAs with the implementation of
solidDB 6.5. “Our use of shared memory access in the latest release of solidDB
will enable us to double capacity and achieve response times nearly three times
ˇ
faster,” says Ciglic.
Extreme availability of the database—99.9999 percent availability with sub-
second recovery capabilities—was also necessary as any outages can result
in not achieving service level agreements (SLAs), ultimately causing customer
dissatisfaction. The solidDB relational, in-memory database can be deployed in
a two-node, hot-standby configuration with two copies of the data synchronized
at all times. Therefore, Iskratel’s system is able to re-establish data access in less
than a second in case of a failure, completely transparent to Iskratel’s customers.
solidDB also helps Iskratel to reduce time-to-market for new products—such as
SIP servers and IMS solutions for delivery of multimedia and Web services—as
Iskratel’s applications can take advantage of solidDB through standard ODBC
(Open Database Connectivity) and JDBC (Java™ Database Connectivity) SQL
ˇ
interfaces. “We were surprised with how easy the deployment was,” says Ciglic.
“The open interfaces and ability to easily integrate solidDB into our offering will
likely enable us to go to market one or two years earlier with our new products.”
Benefits
• More than doubles call processing capacity to support 2 million BHCAs
• Improves customer satisfaction by enabling three times faster response
times and continual service availability
• Reduces time-to-market by up to two years, decreases development costs,
and enables much faster expansion into new markets
Page 73 of 132
IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.
Produced in the United States of America
April 2010
All Rights Reserved
IBM, the IBM logo, ibm.com and solidDB are
trademarks of International Business Machines
Corporation, registered in many jurisdictions
worldwide. A current list of IBM trademarks is
available on the Web at “Copyright and trademark
information” at ibm.com/legal/copytrade.shtml.
Java is a trademark of Sun Microsystems, Inc. in the
United States, other countries, or both.
Other company, product or service names may be
trademarks or service marks of others.
The information contained in this documentation
is provided for informational purposes only. While
efforts were made to verify the completeness
and accuracy of the information contained in this
documentation, it is provided “as is” without warranty
of any kind, express or implied. In addition, this
information is based on IBM’s current product
plans and strategy, which are subject to change by
IBM without notice. IBM shall not be responsible
for any damages arising out of the use of, or
otherwise related to, this documentation or any
other documentation. Nothing contained in this
documentation is intended to, nor shall have the
effect of, creating any warranties or representations
from IBM (or its suppliers or licensors), or altering
the terms and conditions of the applicable license
agreement governing the use of IBM software.
IMC14544-USEN-00
Page 74 of 132
IBM Business Partner Case Study
mBlox builds a service-oriented architecture
with Prolifics and IBM
 The Challenge
With the increasing maturity and
standardisation of the mobile
messaging market, mBlox wanted
to simplify its IT platform to deliver
greater efficiencies, accelerate
speed-to-market, and reduce the
costs of change. Replacing its
custom-developed billing system
with an off-the-shelf solution and
integrating it across the enterprise
was a first priority.
Overview
 The Solution
Working with Prolifics
(www.prolifics.com), mBlox built a
service-oriented architecture
around a new ACE*COMM billing
system, Business Objects reporting
tools, and Microsoft Dynamics GP
accounting software. The services
are orchestrated by IBM
WebSphere Process Server and
surfaced through an IBM
WebSphere Portal server front-end.
The solution was created using a
suite of IBM Rational requirements
management and software
development tools.
Page 75 of 132
 The Benefits
Billing runs that used to take up to
10 days can now be completed
within just 36 hours. Process-driven
service-oriented architecture
enables rapid development of new
applications by reusing and
orchestrating existing components,
allowing mBlox to set up services
for new mobile carriers within half a
day. mBlox is currently trialling
functionalities that will enable
clients to access billing information
and reporting tools through the
portal, with a view to launching this
capability in a future phase.
“We were very impressed
with Prolifics’
professional culture and
expertise in systems
architecture design and
integration… They
were very strong in
terms of analysing the
scope of the project and
helping us get a holistic
view.”
Tarren Kelly
Vice President of Strategic Programmes
mBlox
mBlox is the world’s largest mobile
transaction network, enabling
businesses to deliver mobile
services and content around the
world. Specializing in global operator
connectivity and mobile billing,
mBlox maintains connections to
more than 500 mobile operators in
over 180 countries through its carrier-
grade network. With offices in the
UK, US and Singapore, the company
employs around 300 people.
“The basic proposition of our
business is that we provide an
interface between content providers
and the mobile carrier networks,
enabling SMS and multimedia
content to be delivered to the right
consumers and correctly billed,”
explains Tarren Kelly, Vice President
of Strategic Programmes at mBlox.
“Different mobile carriers have
different messaging standards,
and most content providers lack
the in-depth technical knowledge
required to access all the mobile
networks. We remove that complexity
and allow them to focus on their core
business of content generation.”
When mBlox was founded, in 1999,
the mobile messaging market was
in its infancy, and there were few
universally accepted standards
for network access protocols. As
a result, mBlox was forced to build
interfaces more or less from scratch
to interact with each individual
carrier – resulting in a complex
infrastructure.
Page 76 of 132
In recent years, mobile messaging
has matured and a certain amount
of technological convergence has
taken place among the carriers.
As a result, mBlox took advantage
of an opportunity to reengineer
and consolidate its interfacing and
billing platforms - thereby reducing
complexity, cutting development costs
and accelerating the creation of new
services.
“We recognized that replacing our
home-grown systems with a more
standardised set of applications
and uniting them in a service-
oriented architecture (or SOA) would
significantly simplify our systems –
allowing us to grow our business more
easily,” says Tarren Kelly. “Creating an
interface for a new mobile carrier would
be much simpler, because we could
reuse existing software components
instead of developing a system from the
ground up – helping us get to market
much more quickly.”
Choosing the right partner
mBlox sent a request for proposals
to a number of vendors, detailing the
company’s plan for a service-oriented
architecture built around a core new
billing system, and integrating with
Business Objects reporting tools and
Microsoft Dynamics GP accounting
software.
Following an in-depth evaluation,
ACE*COMM was selected to provide
the billing solution, while Prolifics would
provide requirements management,
architectural design and systems
integration services, leveraging IBM
Rational and WebSphere software.
“IBM had recommended the Prolifics
team, and we initially chose to work
with them for a relatively small project,”
explains Tarren Kelly. “We were very
impressed with Prolifics’ professional
culture and expertise in systems
architecture design and integration, so
we asked them to take a leading role in
the SOA project.”
Designing a service-oriented
architecture
Prolifics deployed a suite of tools
including IBM Rational Requisite
Pro, Rational Software Architect and
WebSphere Business Modeler to help
establish project management and
Agile development methodologies for
the project.
A key part of Prolifics’ contribution
was to create ‘design patterns’ – rules,
structures and documentation to
ensure that all development work
followed standardised best-practice
models. Using the Rational toolset
to manage the requirements and
documentation made it easier for
the development teams to create a
governance framework and ensure
a unified process for both front- and
back-end design.
“This was a complex and business-
critical project, so it was vital to get a
solid understanding of requirements
and capabilities before we started,”
says Tarren Kelly. “The Prolifics team “With WebSphere Process
were very strong in terms of analysing
Server, the billing
the scope of the project and helping
us gain a holistic view. They helped
processes are almost
us establish key processes that fully automated – so
were critical to the success of the we can perform a full
programme – ensuring the quality billing run within just
of the solution and contributing to
36 hours.”
the efficiency of a multi-supplier,
distributed team. Tarren Kelly
Vice President of Strategic Programmes
mBlox
“Once we had created a plan for the
programme, the IBM Rational and
WebSphere tools made it simple
by creating a framework to keep
everything on track. They have been
so effective that we are planning to
utilize their services on other projects
within the business.”
Harnessing automation with WebSphere
Process Server
Prolifics implemented IBM WebSphere
Process Server to capture a number
of key business processes for mBlox,
creating automated workflows to
orchestrate the various services
involved. This has helped to reduce
the need for human intervention in
moving data between the billing,
accounting and reporting systems
– increasing speed and reducing
manual workload, and allowing
employees to focus on higher-value
tasks.
“Previously, some of our billing
processes involved exporting data
from the operational support systems
and performing labour-intensive
tasks,” says Tarren Kelly. “This was
Page 77 of 132
very time-consuming, and monthly
billing could take up to ten days to
complete. With WebSphere Process
Server, the billing processes are fully
automated – so we can perform a full
billing run within just 36 hours.”
WebSphere Portal Server – exceeding
expectations
Prolifics also deployed IBM
WebSphere Portal Server as a front-
end for the new architecture, providing
user-friendly access to the billing,
reporting and accounting systems
via a simple Web browser. The portal
provides a common look and feel for
all the services in mBlox’s architecture,
helping users view data and complete
tasks quickly and effectively.
“WebSphere Portal has proven to be
such a powerful tool for our internal
users that we are now planning to
extend access to our clients as well,”
says Tarren Kelly. “We are currently
running a beta trial for a number of
clients in the US which allows them
to view reports, contracts and billing
data – helping them react more quickly
and manage their campaigns more
effectively.”
Accelerating speed-to-market with SOA
Tarren Kelly concludes: “Prolifics
has helped us design and deploy a
new architecture that is meeting or
exceeding our expectations across the
board. Service orientation gives us a
“WebSphere Portal has
proven to be such a
powerful tool for our
internal users that we
are now planning to
extend access to our
clients as well.”
Tarren Kelly
Vice President of Strategic Programmes
mBlox
standardised, flexible platform that can
quickly and easily be extended when
we need to work with a new carrier or
expand into a new market.
“Interfaces that used to take ten days to
build with the old platform can now be
assembled from existing components
within half a day – helping us get to
market ahead of the competition.
Also, by increasing business process
automation, we have been able to
reduce operational costs and boost the
speed of billing significantly.
“This is the largest strategic
programme that mBlox has ever
undertaken, and it was crucial to
realise the benefits within a very
aggressive timescale. Despite
numerous scope changes and other
challenges, Prolifics has helped us
keep the programme on course,
and we expect to see a full return on
investment in the near future.”
Page 78 of 132
IBM United Kingdom Limited
PO Box 41
North Harbour
Portsmouth
Hampshire
PO6 3AU
The IBM home page can be found at ibm.com
IBM, the IBM logo, ibm.com, Rational and
WebSphere are trademarks of International
Business Machines Corporation, registered in
many jurisdictions worldwide. A current list of
other IBM trademarks is available on the Web at
“Copyright and trademark information” at
http://www.ibm.com/legal/copytrade.shtml.
Other company, product or service names may
be trademarks or service marks of others.
IBM and Prolifics are separate companies
and each is responsible for its own products.
Neither IBM nor Prolifics makes any warranties,
express or implied, concerning the other’s
products.
References in this publication to IBM products,
programs or services do not imply that IBM
intends to make these available in all countries
in which IBM operates. Any reference to an IBM
product, program or service is not intended
to imply that only IBM’s product, program
or service may be used. Any functionally
equivalent product, program or service may be
used instead.
All customer examples cited represent how
some customers have used IBM products
and the results they may have achieved.
Actual environmental costs and performance
characteristics will vary depending on individual
customer configurations and conditions.
IBM hardware products are manufactured
from new parts,or new and used parts. In
some cases, the hardware product may not be
new and may have been previously installed.
Regardless, IBM warranty terms apply.
This publication is for general guidance only.
Photographs may show design models.
© Copyright IBM Corp. 2008. All rights reserved.
SWC14023-GBEN-00 (December 2008)
Let’s build a smarter planet

Merge Healthcare provides doctors with easy, centralized access to

medical images, even from a smart phone

Established in 1987, Merge Healthcare is a designer of medical imaging

Overview
solutions that aid healthcare facilities with various tasks ranging from
Merge Healthcare
imaging workflow to billing. The company’s solutions facilitate the trans-
Ontario, Canada
ferring of diagnostic data and medical images to additional applications.
www.merge.com

Industry Challenge
• Healthcare To view medical images, doctors traditionally either require film or sophisticated
equipment capable of handling large downloads (typically found only in medical
Products facilities). Wanting to provide its customers with increased access to these images,
• IBM Rational® Software Services Merge Healthcare sought a way to take advantage of the proliferation of smart
• IBM Rational Change mobile devices with high-end graphical interfaces to bypass the need for specialized
• IBM Rational Synergy image-viewing systems.

“By working with IBM, we’ve
been able to design a
solution that places
more information in the
physician’s hands.”
—Peter Bascom, Senior VP, Engineering,
Merge Healthcare
Solution
Using IBM and Rational® change management software, Merge Healthcare devel-
oped technology that enables medical professionals to view medical images—such
as X-rays, computed tomography scans and MRIs—via wired and mobile devices,
including laptops, smart phones and Web-enabled PDAs. The company’s new tech-
nology can help medical professionals quickly view emergency cases, consult with
colleagues or forward critical images to specialists worldwide.
Benefits
• Allows doctors who are not physically on site to lend their expertise and provide
medical assistance—a breakthrough for the medical profession
• Enables the client to provide customers with software functionality that
differentiates their product from those of their competitors
• Saves time by facilitating prompt access to medical imaging data—enabling
faster response to critical situations

Page 79 of 132
For more information © Copyright IBM Corporation 2010

Please contact your IBM sales representative or IBM Business Partner. IBM Software Group
Visit us at: ibm.com/software/rational Route 100
Somers, NY 10589

Produced in the United States

January 2010
All Rights Reserved

IBM, the IBM logo, ibm.com, and Rational are

trademarks or registered trademarks of International
Business Machines Corporation in the United
States, other countries, or both. If these and other
IBM trademarked terms are marked on their first
occurrence in this information with a trademark symbol
(® or ™), these symbols indicate U.S. registered or
common law trademarks owned by IBM at the time
this information was published. Such trademarks may
also be registered or common law trademarks in other
countries. A current list of IBM trademarks is available
on the Web at “Copyright and trademark information”
at ibm.com/legal/copytrade.shtml.

Other company, product, or service names may be

trademarks or service marks of others.

The information contained in this documentation is

provided for informational purposes only. While efforts
were made to verify the completeness and accuracy
of the information contained in this documentation, it is
provided “as is” without warranty of any kind, express
or implied. In addition, this information is based on
IBM’s current product plans and strategy, which are
subject to change by IBM without notice. IBM shall
not be responsible for any damages arising out of the
use of, or otherwise related to, this documentation or
any other documentation. Nothing contained in this
documentation is intended to, nor shall have the effect
of, creating any warranties or representations from
IBM (or its suppliers or licensors), or altering the terms
and conditions of the applicable license agreement
governing the use of IBM software.

This document illustrates how one organization

uses IBM products and services. Many factors have
contributed to the results and benefits described; IBM
does not guarantee comparable results elsewhere.

References in this publication to IBM products or

services do not imply that IBM intends to make them
available in all countries in which IBM operates.

RAC14147-USEN-00

Page 80 of 132
IBM Case Study

Mobitel to lower costs, boost competitiveness with IBM

WebSphere Dynamic Process Edition Components

Overview

 Challenge
Manage complex environment to
support fast implementation of
innovative new products in
competitive telecom market
 Solution
Dynamic Business Process
Management (BPM) powered by
Smart SOA solution simplifies
complex IT environment and
leverages business services
developed once and reused many
times through federated (SOA)
using New Generation Operations
Software and Systems (NGOSS)-
based approach
 Benefits Mobile operators have abandoned the
• Cost savings due to business search for the killer apps that might “Working with IBM has
optimization transform the market in the way e-mail been a great experience.
• Improved customer service has revolutionized communications. I’ve never seen so much
through fast implementation of Instead they are focused on delivering involvement on the
mobile offerings
• Ability to share in-house
more unique, customized and complex part of a vendor. IBM’s
services to the market with shorter
developed services with commitment to our
lifecycles. With no more mass markets,
subsidiary operators success helped drive our
communications service providers
• Improved business and IT
(CSPs) need to be able to accelerate
SOA project to completion.”
alignment and collaboration
time-to-market for these innovative – Bostjan Robeznik, IT Director, Mobitel
services and minimize the cost of
bringing such services to market given
their potential for a short lifespan.

Consider, for instance, Mobitel,

Slovenia’s largest mobile
communications company. A mid-
sized company, Mobitel develops its
own innovative mobile solutions in

Page 81 of 132

Key Components
Software
• IBM WebSphere Business
®
Services Fabric
• IBM WebSphere Telecom Operations
Content Pack for WebSphere Business
Services Fabric
• IBM WebSphere Business Monitor
• IBM WebSphere Business Modeler
• IBM WebSphere Application Server
Network Deployment
• IBM WebSphere Services Registry
& Repository
• IBM WebSphere Process Server
accordance with the needs of the Slovenian market and users’ demands, keeping
development in the Slovenian mobile telecommunications market parallel to the
most advanced countries worldwide.
For Mobitel, the infrastructure required to support the feverish pace of innovation
can be complex. “We implement the services of the future today, bringing the
convergence of voice, data, Internet, video, television, advertising, local services and
social networks,” says Mobitel CEO Klavdij Godnic. “We achieve this by integrating
with many established technologies, products and service suppliers in the industry.”
Mobitel has embraced the challenges of managing complex processes, systems,
applications and interfaces by adopting BPM and service oriented architecture
(SOA) technology to accelerate its speed to market and optimize the business costs
involved in generating new products.
“SOA increases our efficiency,” says Mitja Stular, Mobitel CTO. “It brings a kind of
organized distributed modularity into our network. Previously, we had many, many
modules which were programmed in Java and C++.”
Simplifying IT architecture
Ironically, the initial reasons for implementing BPM and SOA at Mobitel did not
include cost concerns. Mobitel IT Director Bostjan Robeznik, who led the push to
implement an SOA, campaigned in its favor by focusing on the architectural benefits
to IT. “I approached Mobitel’s executives with the idea that SOA is a clear must for
the future,” he says. “You have to have an SOA in order to enjoy a clean IT structure.
SOA enables us to orchestrate the entire IT landscape and all its applications
using a single business support system. It was only after we had obtained funding
and implemented the SOA technology that we began to realize the potential for
business optimization.”
To convert its infrastructure to an SOA, Mobitel chose IBM as a partner. “We
did quite a deep analysis of the market at that time,” says Robeznik. “IBM
was qualitatively different compared to other vendors and the leader in SOA
development. Our conclusion was that IBM could offer us a solution which would
help us achieve our goals.”
In fact, IBM’s expertise and commitment were critical factors in the success of
the project. “Since the start of the project, IBM actually invested a lot into Mobitel
with their valuable knowledge, and with their experts who helped us onsite,” says
Robeznik. “Working with IBM has been a great experience. I’ve never seen so much
involvement on the part of a vendor. IBM’s commitment to our success helped drive
our SOA project to completion.”
Fast rollout of SOA with industry specific solutions
Major differentiators that led Mobitel to choose IBM were the two products that the
company used to implement BPM and SOA: IBM WebSphere Business Services
Fabric and IBM WebSphere Telecom Operations Content Pack for WebSphere
Page 82 of 132
Business Services Fabric. Both products are key components of the IBM Service
Provider Delivery Environment (SPDE) framework. Based on a NGOSS approach, the
SPDE Framework helps CSPs quickly deploy more solutions while increasing business
agility along the way. This means that solutions deployed with SPDE can be extended
with new capabilities, meeting new and perhaps unanticipated business requirements,
and as a result extend the business value of their systems.

“One of the goals of the SOA project was the fast rollout of industry standard business
processes and data objects,” says Robeznik. “This is a part of the Telco Pack. And the
Business Services Fabric gives us the ability to dynamically select services based on
policy. We could not obtain these capabilities from any other vendor.”

WebSphere Business Services Fabric uses a business-defined vocabulary and

tasks to enable the assembly of existing and new IT assets into BPM and SOA-based,
discrete, reusable and sharable business functions called “business services.”
The IBM Telecom Operations Content Pack provides prebuilt industry BPM and
SOA content based on TeleManagement Forum (TMF) standards and integrates
seamlessly with the WebSphere Business Services Fabric platform. A project such
as this highlights the practical benefits of SOA and a framework approach to reduce
complexity and deliver a return on investment (ROI) quickly.

“One of the strong points of IBM BPM SOA solution is that it covers the complete
lifecycle of the process, starting from modeling and ending at monitoring and “One of the goals of the
operating,” adds Stular. SOA project was the
fast rollout of industry
Mobitel will use the components of IBM WebSphere Dynamic Process Edition, IBM’s
standard business
end-to-end dynamic BPM foundational offering including IBM WebSphere Business
processes and data
Modeler, WebSphere Business Monitor and WebSphere Business Services Fabric
capabilities.
objects. This is a part
of the Telco Pack. And
WebSphere Dynamic Process Edition will enable Mobitel’s IT and business users to the Business Services
model and simulate processes; make fast process changes and rapidly deploy those Fabric gives us the ability
changes; and monitor, predict and act on business processes on a day-to-day basis. to dynamically select
At the core of every successful BPM and SOA project is a Smart SOA Application
services based on policy.
Foundation. Mobitel focused on their existing application foundation, an open source
We could not obtain these
JBoss Application Server, and replaced it with the innovative, performance-based capabilities from any
WebSphere Application Server ND to deliver on business objectives and contain or other vendor.”
even reduce cost. –Bostjan Robeznik

Adding value with industry standards

According to Robeznik, the IBM WebSphere products are unique in the industry for
their adherence to industry standards. “Adopting the industry standards means using
the best practices from around the globe, which help us run optimally,” he says. “Also,
Telekom Slovenije d.d. owns some mobile operators that can now easily adopt our
solution because it is based on industry standards. This means our knowledge can be
leveraged for additional benefits.”

Page 83 of 132
Bringing two worlds together to align
business and IT
In most companies, IT and business
occupy radically different frames of
reference and do not often communicate
effectively. This was the case at Mobitel.
However, SOA requires the buy-in from
business units as well as the executive
suite. SOA tends to reshape priorities for
business units in that shared services
are far more likely to receive priority
than stand-alones. In addition, through
its ability to map IT services to business
goals, SOA encourages the examination
of business processes and tends to
make them more rational by minimizing
redundant or inefficient tasks. Business
process optimization and lower costs are
the result of this examination. And cost
reduction, especially in times of recession,
is of utmost importance to Mobitel. With
the promise of business optimization
and the cost reductions that it brings,
Robeznik obtained buy-in from Mobitel’s
business units.
Two IBM products—IBM WebSphere
Business Modeler and IBM WebSphere
Business Monitor—enabled Mobitel to
achieve business optimization. Business
process modeling with IBM WebSphere
Business Modeler enables users to
visualize, document and model business
processes for process execution. The
resulting business processes can be
service-enabled through BPM and SOA.
WebSphere Business Monitor provides
visibility into the effectiveness of business
processes and performance.
“By using the Business Modeler,
the business people have a way of
communicating with IT and providing ®
ideas on what the business processes
should look like,” says Robeznik. “Our
© Copyright IBM Corporation 2009
business people used the Business
IBM Corporation
Monitor to measure our human tasks
Software Group
and our different KPIs. This bidirectional Route 100
Somers, New York 10589
communication between IT and the
U.S.A.
business units gives us more agility in
Produced in the United States of America
the market and helps us lower costs. March 2009
All Rights Reserved
Migration of services to the WebSphere
IBM, the IBM logo, ibm.com and WebSphere
platform has reduced the number of
are trademarks or registered trademarks of
servers and operating costs. We also International Business Machines Corporation
in the United States, other countries, or both.
can introduce new services faster—
If these and other IBM trademarked terms are
such as a self-service portal, and a marked on their first occurrence in this information
with a trademark symbol (® or ™), these
new billing and CRM application, so
symbols indicate U.S. registered or common
we’re providing better support to our law trademarks owned by IBM at the time this
information was published. Such trademarks may
customers, who are happier as a result.”
also be registered or common law trademarks in
other countries. A current list of IBM trademarks is
Through a BPM and SOA competency available on the Web at “Copyright and trademark
information” at ibm.com/legal/copytrade.shtml
center, Mobitel writes new business
Other product, company or service names may be
services once and reuses them many trademarks or service marks of others.
times as developers access the services This case study is an example of how one
they need. The center has a significant customer uses IBM products. There is no
guarantee of comparable results.
impact on the deployment of new
References in this publication to IBM products
processes and their upgrades, on the and services do not imply that IBM intends to
initial phases of modeling, and on service make them available in all countries in which IBM
operates.
naming and the use of appropriate
standards. “With IBM’s continued
support, the SOA model we have built will
sustain our evolution for many years to
come,” Robeznik concludes.
For more information
Contact your IBM sales representative
or IBM Business Partner, or visit us at:
ibm.com/soa
ibm.com/websphere
For more information on Mobitel, visit:
www.mobitel.si/eng
WSC14081-USEN-02
Page 84 of 132
Let’s build a smarter planet

Moosejaw Mountaineering reaches

new heights of customer engagement
through social commerce.

Overview

n The Need
To thrive in the highly competitive
market for outdoor adventure
gear, Moosejaw Mountaineering
needed to create a customer
experience that would engage
a customer community whose
appetite for extreme sports is
matched by a hunger for commu-
nication and collaboration.
n The Solution
Moosejaw sought to make its site
the go-to destination for young, hip
high school and college students
and for hard-core outdoor enthusi-
asts by embedding rich community
features into its online commerce
experience, thus becoming one of
the first outdoor-adventure retail-
ers to make multichannel “social
commerce” the cornerstone of its
growth strategy.
Based in Madison Heights, Michigan, Moosejaw Mountaineering, Inc. is one of the nation’s leading
outdoor-adventure retailers. With seven retail locations employing 250 in Michigan and Chicago, the
company’s online retail, Moosejaw.com, was rated a top 50 Web site according to Internet Retailer.
n Key Benefits Online commerce has changed a
• Increased revenue from an lot in the decade since it entered
expected increase in conversion into the cultural mainstream. Driven
rate (based on an initial increase by relentlessly rising customer
to 50 percent) expectations, sites have become
• Expected increase in customer loy- easier to use, merchandising has
alty and word-of-mouth expansion improved and, to put it simply, com-
through a more engaging and col- panies have gotten better at online
laborative online retail experience commerce because they’ve come
• Ability to deliver seamless to understand its many nuances.
messaging, programs and In spite of these changes, however,
customer experience across the essential character of online
all channels retail – namely, the extension of tradi-
• Expected increase in customer tional retail practices to the Internet
satisfaction through richer, more channel – has remained largely
informative pre-purchase support unchanged. So, too, have some basic
(e.g., customer ratings) and long-held assumptions about the
way consumers buy and what they
are looking for from an online retailer.

Page 85 of 132
Enriching the retail experience with the power of social networking

The traditional view of online transactions is anchored on the idea that online
Business Benefits
stores are first and foremost a venue for transactions, which, by and large, tend
• Increased revenue from an expected to be tightly structured interactions involving the buyer and the retailer. Within
increase in conversion rate (based on
this interaction, the retailer’s key job is to provide customers with the information
an initial increase to 50 percent)
they need to purchase – such as pricing, product descriptions and orderly
• Expected increase in customer loyalty
merchandising – and to deliver all within the context of a superior customer
and word-of-mouth expansion through
a more engaging and collaborative experience. However, the way customers are seeking and processing this infor-
online retail experience mation is beginning to change, and that’s expected to have a big impact on

• Ability to deliver seamless messaging, tomorrow’s online experience.

programs and customer experience
across all channels The biggest reason is the sweeping impact of Web 2.0, a term that describes
• Expected increase in customer a paradigm shift in the way people use the Internet to interact with each other –
satisfaction through richer, more and with information. The key earmark of Web 2.0 is the exploding popularity
informative pre-purchase support
of user generated content, examples of which range from blogs, wikis and
(e.g., customer ratings)
discussion groups to YouTube and MySpace. What each has in common is a
• Stronger brand through a more
decidedly “bottom-up,” approach to generating and sharing information that’s
consistent multi-channel experience
heavy on collaboration and light on hierarchical structures. So how does this
impact online retail? The answer, in large measure, lies in demographics and
changing expectations.

Community meets commerce

“ Our strategy has been to
reinvent the way people
shop for outdoor, surf,
skate and snowboard
apparel and equip-
ment. IBM – through its
technology and retail
thought leadership –
has been instrumental
in helping us realize
this vision.”
– Jeffrey Wolfe, COO,
Moosejaw Mountaineering
When the younger consumers driving the Web 2.0 wave want to buy online,
they’d prefer the same kind of collaborative, bottom-up information exchange
in their shopping experience. This, in effect, resets the goals and parameters
that retailers have to consider in configuring their online strategies. While issues
like merchandising and navigation remain important, retailers also need to
provide an environment that supports the interaction of customer communities,
which are exerting more and more influence on buying behavior. This is espe-
cially true for products that reflect a lifestyle or a set of emotional values. That’s
why Moosejaw Mountaineering (www.moosejaw.com), a fast-growing retailer
specializing in outdoor, surf, skate and snowboard equipment and apparel, is
such a good example of how it can work. Relying on a host of retail solutions
from IBM and IBM Business Partner CrossView, Moosejaw sought to make its
site the go-to destination for young, hip high school and college students and
for hard-core outdoor enthusiasts by embedding rich community features into
its online commerce experience, thus becoming one of the first retailers to make
“multi-channel, social commerce” the cornerstone of its growth strategy.
Now a fast-growing chain with seven stores and 250 employees, Moosejaw
owes much of its success to a fiercely loyal customer base. The roots of this
loyalty lay in the company’s ability to make shopping fun, as well as its abil-
ity to provide the right product mix, strong product and technical support and

Page 86 of 132
a constant drive to develop unique, innovative ways to communicate with
Solution Components
their customer. But with no shortage of competitors in the “outdoor adventure”
space – many large and well known – Moosejaw faces the ongoing challenge of Software

making itself the destination of choice. Rising to this challenge, the company • IBM WebSphere Commerce
has introduced a steady stream of features that have resonated with custom- • IBM WebSphere Remote Server
ers, including over 50,000 customer reviews, texting of tracking numbers and
• IBM DB2
promotions to mobile phones, and its Moosejaw Madness community, where
Hardware
customers post photos from their latest adventures, read the irreverent Daily
Remark and immerse themselves in Moosejaw’s unique culture. While features • IBM SurePOSTM 500 Express

like these have been highly successful, Chief Operating Officer Jeffrey Wolfe Services
believes that Moosejaw has only scratched the surface of what it can do for its • IBM Toronto Software Lab
customers. “We are on the verge of truly blurring the lines between Web, retail,
• IBM Global Technology Services
mobile, catalog, call center and kiosk, taking the best of each channel and
• IBM Retail Store Solutions
making it possible across all channels.”
IBM Business Partner

Moosejaw’s approach to multi-channel, social commerce was to implement a • CrossView

new solution from the ground up with help from IBM and IBM Business Partner Timeframe
CrossView. One of the key benefits of the solution is its ability to create a seam-
• Core platform implementation: 9 months
less, interactive, community shopping experience across every sales channel.
• Social commerce platform: 5 months
Customers can interact with Moosejaw staff and with other customers on the
Moosejaw Web site and then connect those threads on their mobile phones
and when they come into the Moosejaw retail stores. Perhaps more valuably, it
provides Moosejaw with a ready-made platform for integrating these social net-
working capabilities deeply into its commerce platform. Imagine, for example,
a customer looking for a tent suitable to use at 20,000 feet and 20 below zero.
Instead of simply searching through a catalog, customers can now search by What Makes it Smarter
a product’s rating, while also taking into account customer profiles that include
Moosejaw Mountaineering is making
product usage experience. Getting product feedback from someone who has itself one of the leading places to be for
actually used that tent on Mount Everest or K2 is a far cry from standard catalog outdoor adventurers by leading the way
information – and that’s exactly what Moosejaw is shooting for. Key to the realiza- in the integration of social networking
capabilities like blogging, group discus-
tion of this vision is the company’s work with IBM Toronto Software Lab, which is
sion and customer product ratings across
working with Moosejaw to develop this breakthrough capability. all of its retail channels.

Moosejaw’s physical stores also figure prominently in its strategy. A standout

feature of the new solution is its ability to provide truly seamless support to –
and thus create a common, superior experience through – all of Moosejaw’s
channels. Key to this capability is CrossView’s Point of Sale solution which
extends the capabilities of IBM WebSphere® Commerce into retail stores with
a solution that utilizes WebSphere Commerce as its engine at the enterprise
and IBM WebSphere Remote Server in the stores. CrossView’s solution utilizes
a common information platform based on IBM DB2® and validated for the
IBM Retail Integration Framework, making it easy for Moosejaw to extend its

Page 87 of 132
online channel programs and tactics into its store environment. For instance,
using IBM SurePOS 500 dual-screen point-of-sale terminals in-store customers
are now able to buy, ship and pay with the exact same services they are familiar
with online, and they will be offered the same targeted promotions and cross-
sells while they read reviews, blogs and recommendations. With all this new
© Copyright IBM Corporation 2009
technology, that same fun and irreverence that has been a part of the Moosejaw
IBM Corporation
culture from the beginning will now be part of the in-store check-out process.
1 New Orchard Road
Armonk, NY 10504
U.S.A
Multichannel benefits
Produced in the United States of America
To enable a consistent shopping experience for customers across channels,
September 2009
the Moosejaw solution integrates and registers orders and inventory changes All Rights Reserved

for every channel, offering increased visibility and optimum resource alloca- IBM, the IBM logo, ibm.com, Smarter Planet,
DB2, SurePOS and WebSphere are trademarks
tion across channels. The multichannel capability also provides Moosejaw’s
of International Business Machines Corporation,
in-store sales associates and call center agents with the tools they need registered in many jurisdictions worldwide.
Other product and service names might be
to provide more interactive and insightful support to customers. It’s seen in
trademarks of IBM or other companies. A current
the small things, like being able to tell a customer how close they are to a list of IBM trademarks is available on the Web
at www.ibm.com/legal/copytrade.shtml
reward point threshold or asking about their satisfaction with a recent pur-
This case study illustrates how one IBM customer
chase. But it’s also seen in the bigger things, like the system’s ability to see
uses IBM products. There is no guarantee of
inventory in near real time so an associate can find just the right Patagonia comparable results.

coat for a customer – whether it’s in the store, in the warehouse or at a supplier’s
warehouse – and send the order via XML straight to the other shop, warehouse
or supplier for processing and fulfillment. It’s seen in the way it enables call
References in this publication to IBM products
or services do not imply that IBM intends to
make them available in all countries in which
IBM operates.

center agents to get a full profile of a customer and provide the most knowl-
edgeable and comprehensive support.

Altogether, it’s about providing the kind of customer experience that will
continue to make Moosejaw the premier destination for the outdoor, surf,
skate and snowboard community and in the process enable Moosejaw to
sustain its high rate of growth. Wolfe sees the company’s advanced social
commerce capabilities playing an important role by strengthening loyalty,
increasing the conversion, or “browse-to-buy,” rate of the Moosejaw site and
by building word-of-mouth support, which thus far has been one of the biggest
factors in its growth. “Our strategy has been to reinvent the way people shop
for outdoor, surf, skate and snowboard apparel and equipment,” says Wolfe.
“IBM – through its technology and retail thought leadership – has been instru-
mental in helping us realize this vision.”

For more information

Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/retail

ODC03073-USEN-02

Page 88 of 132
Page 89 of 132
IBM Case Study

Mxtran connects consumers with mobile commerce using

IBM Lotus Expeditor

Overview

 The Challenge
Provide convenient payment
options for cell-phone users regard-
less of wireless carrier or phone
technology
 The Solution
A flexible, reliable “wallet phone”
radio frequency identification
payment platform using IBM®
Lotus® Expeditor software with
integrated IBM DB2® Everyplace®
and IBM WebSphere® MQ
Everyplace components
 Key Benefits For the billions of cell phone users more than 100 employees follow a
• Open Lotus Expeditor platform
around the globe, having secure, con- model for cooperative development
speeds the development of
venient payment options is the linchpin that promotes innovative concepts
new features and helps lower
that makes mobile commerce a reality. and the creativity and originality
development costs
With 90 percent of the world’s popula- required to succeed in an ever-more
• Stability of the Lotus Expeditor
tion predicted to have access to cell competitive marketplace.
platform helps keep service
available for customers phone coverage by 2010, providers of
cell phone payment technologies like The company’s solution, called
• Remote management saves time
Taiwan’s Mxtran, Inc. have a virtually Payeeton, removes the barrier of entry
and costs when managing more
limitless field of potential customers. for entering mobile commerce with
than 3,000 devices across Taiwan
and China a comprehensive platform to lower
• The IBM DB2 Everyplace and Mxtran, a recently founded subsidiary operational costs and enforce billing
IBM WebSphere MQ Everyplace of Macronix International Co., develops strategies. Payeeton acts as a flexible
components of Lotus Expeditor and delivers mobile payment services platform for diversified mobile com-
form a security-rich, reliable data and solutions to a broad variety of merce services, allowing Mxtran clients
transmission mechanism that helps customers. These offerings range from to support both proximity payment
keep consumer information safe the creation of smart card systems and mobile payment via short mes-
to embedded system design to cor- sage service (SMS) for prepaid, online
responding application development paid and post-paid services including
efforts. Operating in both Taiwan and e-ticketing, e-coupons, access con-
mainland China, the organization’s trol, membership management and

Page 90 of 132
 more. Mxtran leverages extensive integrated circuit expertise to deliver highly
Key Components
customizable, portable applications and payment services in a single handset.
Software
Cutting-edge technology bridges numerous industries
• IBM Lotus Expeditor with IBM DB2
When the company was founded in 2006, Mxtran found itself at the hub of a unique
Everyplace and IBM WebSphere
and challenging intersection of technologies. The company planned to develop
MQ Everyplace
a “wallet phone” offering to take advantage of the rapidly expanding cell phone
• IBM Rational Software Architect
market, requiring expertise spanning semiconductor technology, finance, Internet
for WebSphere Software
communications, mobile business and security and application development.
• IBM Rational ClearQuest
• Linux
Partnering with local telecommunications companies and retailers, Mxtran

Hardware designed a solution that would involve attaching radio frequency identification
(RFID) tags to cell phones in the form of the company’s advanced Smart Film
• IBM Power 570
technology. Adding these stickered tags to a phone’s subscriber identity module
• IBM System Storage DS4800
(SIM) card would allow the phone to act as a prepaid credit card, so users could
load funds onto the wallet phone device and subsequently use the phone to pur-
chase goods at retailers, movie and concert tickets or transit passes, for example.
“Our vision for our service was cutting-edge and completely new,” says David
Song, security officer at Mxtran. “While most companies operate within one or two
of the fields we combine, Mxtran is the only mobile commerce business to unite
integrated circuit manufacturing, terminal device manufacturing and transaction
processing platforms.”

To speed up the creation of required wireless infrastructure and the in-store

devices necessary to register financial transactions, Mxtran began the search for
a world-class IT vendor with a platform that would help connect enterprise banking
with retail transactions and customer cellular devices. “Since Mxtran grew out of
the semiconductor world, the company felt it crucial that we work with a technol-
ogy vendor familiar with the banking industry,” says Song.

The prevalence of IBM technology throughout the financial sector was the deciding
factor. “IBM has unbeatable experience and the technology is widely used across
the major APAC financial institutions,” explains Steve Chang Hsu, senior engineer
at Mxtran. “That level of trust made IBM the natural choice to help ease the integra-
tions and interactions critical to our success.”

Page 91 of 132
IBM Lotus Expeditor offers stable, flexible platform for mobile commerce
Mxtran worked with IBM Global Technology Services and IBM Software Services for
Lotus to design a flexible operating infrastructure based on a customized version of
the IBM Lotus Expeditor platform. Mxtran now has a new RFID-based wallet phone
service offering that it can provide to consumers. The Lotus Expeditor software offers
a stable operating platform, helping to ensure that consumers have access to funds
virtually wherever and whenever they need them.

The Lotus software serves as the comprehensive integration platform for the “From end to end, IBM
solution, coordinating communication between the wallet phones and the payment
provides the technology
terminals in retail locations. “Lotus Expeditor offered us the secure features we
required in a very open framework,” explains Chang Hsu. “With that openness, we that keeps our customers
were confident we could continue to evolve the platform over time.” ready to purchase. With
The payment terminals are embedded Linux® devices that integrate the mer- Lotus Expeditor and the
chants’ point-of-sale (POS) environments with the Lotus Expeditor platform. rest of our IBM software
Running a client version of the Lotus Expeditor software, the terminals rely on
and hardware, we are
the embedded IBM DB2 Everyplace information management component to
synchronize blacklists with the core system daily and to import promotional prepared to grow in
data. Back-end financial transactions are managed using the embedded IBM lock step alongside the
WebSphere MQ Everyplace component. WebSphere MQ Everyplace provides
blossoming cell phone
real-time data transfers between the client POS platform and the prepaid
accounts hosted in Mxtran’s core environment. market.”
—Steve Chang Hsu
Lotus Expeditor helps lower costs of management and development Senior Engineer
Adopting Lotus Expeditor has allowed Mxtran to realize significant returns in the Mxtran
form of reduced management and development costs. The IBM team designed
the solution so that Mxtran can perform most of the support for the payment termi-
nals remotely. “Since our devices are spread over a very large distance, visiting
each device individually would be a tremendous drain on our resources,” says
Chang Hsu. “By enabling us to repair and update terminal devices remotely, Lotus
Expeditor is saving us tremendous maintenance time and effort.”

Page 92 of 132
 Furthermore, the Lotus software offers a standards-based, flexible infrastructure
that is easy to design for, encouraging future system integration and easing future
growth efforts. “Lotus Expeditor actually reduced and eliminated some develop-
ment costs—for example, we don’t need to write code to synchronize the remote
terminals and the central server,” says Chang Hsu. “That makes it far easier to
adapt our platform and capabilities as the marketplace evolves, giving us an edge
against competitors.”

“I BM has unbeatable DB2 and WebSphere MQ help ensure security of mobile transactions
Integrated with Lotus Expeditor, WebSphere MQ Everyplace messaging and
experience and the a DB2 Everyplace relational database and enterprise synchronization server
technology is widely provide a security-rich, reliable data transmission mechanism that helps keep

used across the major consumer information safe. “With the WebSphere and DB2 components of Lotus
Expeditor, we can trust that information gets to its intended location no matter the
APAC financial time,” says Song. “Our customers gain the reliability to shop whenever they need
institutions. That level to, and their respective financial institutions can be confident that our transactions

of trust made IBM the are secure and foolproof.”

natural choice to help IBM Rational tools help lower the cost of back-end development
ease the integrations Behind the scenes, Mxtran uses IBM Rational® Software Architect for WebSphere
software, a comprehensive modeling and development environment. IBM Rational
and interactions critical
ClearQuest® is used for comprehensive software change management—including
to our success.” defect tracking, process automation, reporting and lifecycle traceability—providing

—Steve Chang Hsu Mxtran with better visibility and control of its software development lifecycle.
Senior Engineer
Mxtran “Rational software helps us to develop our business logic and refine our database
I/O, allowing us to maximize the capabilities of Lotus Expeditor and our other IBM
software components,” says Chang Hsu. “Combined, our solution eases deploy-
ment and management across the board, increasing the return on our software
development over time.”

Page 93 of 132
IBM hardware supports superior performance “Lotus Expeditor offered
Supporting Mxtran’s Lotus Expeditor platform with outstanding performance and
us the secure features
mainframe-inspired reliability, an IBM Power™ 570 server and IBM System Storage™
DS4800 disk system help ease the management of growth, complexity and risk. we required in a very
“From end to end, IBM provides the technology that keeps our customers ready to open framework. With
purchase,” says Chang Hsu. “With Lotus Expeditor and the rest of our IBM software
that openness, we were
and hardware, we are prepared to grow in lockstep alongside the blossoming cell
phone market.” confident we could
continue to evolve the
For more information
For more information on IBM Lotus Expeditor, please contact your IBM sales repre-
platform over time.”
sentative or IBM Business Partner, or visit ibm.com/software/wireless/wctme —Steve Chang Hsu
Senior Engineer
Mxtran

Page 94 of 132
 © Copyright IBM Corporation 2009

IBM Software Group

Route 100
Somers, NY 10589

Produced in the United States

June 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, ClearQuest, DB2,

Lotus, Power, Rational, System Storage and
WebSphere are trademarks or registered trademarks
of International Business Machines Corporation in the
United States, other countries or both. If these and
other IBM trademarked terms are marked on their first
occurrence in this information with a trademark sym-
bol (® or ™), these symbols indicate U.S. registered
or common law trademarks owned by IBM at the time
this information was published. Such trademarks may
also be registered or common law trademarks in other
countries. A current list of IBM trademarks is available
on the Web at “Copyright and trademark information”
at ibm.com/legal/copytrade.shtml

Linux is a registered trademark of Linus Torvalds in

the United States, other countries, or both.

Other company, product or service names may be

trademarks or service marks of others.

All statements regarding IBM future direction or

intent are subject to change or withdrawal without
notice and represent goals and objectives only. ALL
INFORMATION IS PROVIDED ON AN “AS-IS” BASIS,
WITHOUT ANY WARRANTY OF ANY KIND. IBM shall
not be responsible for any damages arising out of the
use of, or otherwise related to, this documentation
or any other documentation. Nothing contained in
this documentation is intended to, nor shall have the
effect of, creating any warranties or representations
from IBM (or its suppliers or licensors), or altering
the terms and conditions of the applicable license
agreement governing the use of IBM software.

References in this publication to IBM products or

services do not imply that IBM intends to make them
available in all countries in which IBM operates. All
customer examples described are presented as
illustrations of how those customers have used IBM
products and the results they may have achieved.
Actual environmental costs and performance char-
acteristics may vary by customer.

SWC14021-USEN-00

Page 95 of 132
IBM Case Study

PT Excelcomindo improves service quality with comprehensive

network fault and performance management systems

Overview PT Excelcomindo Pratama (XL) is one of the largest mobile operators in

PT Excelcomindo Pratama Tbk (XL)
Indonesia. XL has built more than 11,157 Base Transceiver Station (BTS)
Jakarta, Indonesia towers across Indonesia and serves 10.2 million customers.
www.xl.co.id
Challenge
Industry:
To be the preferred information and communication technologies provider through-
● Telecommunications
out Indonesia, XL must be able to meet customers’ communications needs any-
IBM products:
● IBM Tivoli® Netcool®/OMNIbus™ time, anywhere and deliver outstanding service quality at all times. To achieve this,
● IBM Tivoli Netcool Performance XL needed an integrated and comprehensive network fault and performance man-
Manager for Wireless
agement system that would help staff proactively detect network problems and
IBM Business Partner
understand performance in realtime of its multivendor network infrastructure,
● Fastwire
● Niaga Prima Paramita including legacy and next-generation elements.

For more information, visit:

ibm.com/tivoli
“IBM Tivoli Netcool software
provides efficient and
effective management of
our multi-technology, multi-
vendor wireless network to
help us lower operating
costs while expanding our
coverage.”
—Ahmad Hamzah, Network Quality Core and VAS
Manager, PT Excelcomindo Pratama Tbk
Solution
Following a comprehensive review, XL chose IBM over HP to support its network
management initiative. IBM teamed with its Business Partners Fastwire and Niaga
Prima Paramita to implement a fault and performance management system based
on IBM Tivoli Netcool software. Tivoli Netcool/OMNIbus detects and filters faults,
and automates the isolation and resolution of problems, to help staff quickly isolate,
analyze and resolve network problems for improved service quality. Using Tivoli
Netcool Performance Manager for Wireless software, staff can proactively monitor
and predict important trends, such as cell utilization and performance, to improve
network planning and lower operating costs. XL used the data from Tivoli Netcool
software to identify the need to increase the number of BTS towers from 8,936 to
11,157. By doing so, the company now can provide network coverage to 90 per-
cent of the country’s population. Because Tivoli Netcool software can efficiently
manage multivendor, multi-technology networks, XL can add new services, equip-
ment, vendors and technologies, without having to re-engineer its fault and per-
formance management system.
Benefits
● Improved network utilization to lower operating costs
● Supported nearly 25 percent growth in number of towers to achieve 90 percent
population coverage
● Improved service quality

Page 96 of 132
 © Copyright IBM Corporation 2008

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

August 2008
All Rights Reserved

IBM, the IBM logo, ibm.com, Netcool,

OMNIbus and Tivoli are trademarks or
registered trademarks of International Business
Machines Corporation in the United States,
other countries, or both. If these and other
IBM trademarked terms are marked on their
first occurrence in this information with a
trademark symbol (® or ™), these symbols
indicate U.S. registered or common law
trademarks owned by IBM at the time this
information was published. Such trademarks
may also be registered or common law
trademarks in other countries. A current list of
IBM trademarks is available on the Web at
“Copyright and trademark information” at
ibm.com/legal/copytrade.shtml

Other company, product or service names may

be trademarks or service marks of others.

The information contained in this documentation

is provided for informational purposes only.
While efforts were made to verify the
completeness and accuracy of the information
contained in this documentation, it is provided
“as is” without warranty of any kind, express or
implied. In addition, this information is based on
IBM’s current product plans and strategy, which
are subject to change by IBM without notice.
IBM shall not be responsible for any damages
arising out of the use of, or otherwise related to,
this documentation or any other documentation.
Nothing contained in this documentation is
intended to, nor shall have the effect of,
creating any warranties or representations from
IBM (or its suppliers or licensors), or altering the
terms and conditions of the applicable license
agreement governing the use of IBM software.

TIC14016-IDEN-00

Page 97 of 132
Case Study QuickView
Shinhan Card secures Korea’s mobile credit cards
with IBM software
Overview
Shinhan Card
Seoul, South Korea
www.shinhan.com
Industry
• Financial Services
Products
• IBM® Core Smart Card
Management System
• IBM DB2® Enterprise Server
Edition 9.1
• IBM Tivoli® Access Manager
for e-business 6.1
• IBM Tivoli Directory Server 5.2
• IBM Tivoli Monitoring 6.1
• IBM WebSphere® Application
Server Network Deployment 6.1
Services
• IBM Integration Services from
IBM Korea Software Services
Lab and IBM Global Technology
Services/Integrated Technology
Delivery
For more information
ibm.com/tivoli
“With the IBM Core Smart
Card Management System,
the process for releasing new
credit cards with our existing
applications is significantly
faster and easier.”
—Technical Architect and System
Developer, Shinhan Card
Shinhan Card, part of the Shinhan Bank network, is the leading credit
card in Asia with 18 million subscribers and annual transaction volume
of 95 trillion KRW.
Challenge
With new government policy requiring financial organizations to use integrated
chip (IC), or smart, cards for greater security, Shinhan Card needed to manage a
growing number of IC card applications. However, its existing IC card issuance
system couldn’t support advanced functionality, such as enabling consumers to
use their cellular phones as credit cards, and wasn’t capable of managing the cards’
lifecycle—from issuance to customer service to account closing.
Solution
IBM Korea Software Services Lab and IBM Global Technology Services helped
Shinhan Card deploy an end-to-end smart card management system that provides
the stringent security mechanisms and lifecycle management for Korea’s first
mobile credit card solution. The solution—which uses IBM® Core Smart Card
Management System, IBM DB2®, IBM WebSphere® Application Server, IBM
Tivoli® Access Manager for e-business, IBM Tivoli Directory Server and IBM Tivoli
Monitoring software—enables the company to quickly verify, authenticate and
authorize more than 18 million users in a mixed smart card and cellular phone
environment. The environment supports 108 applications that can reside on 81
different chip and operating system combinations. The system provides single
sign-on capabilities along with role-based authorization and comprehensive
monitoring to provide consumers and businesses with secure but easy access
to Shinhan Card services. Because no extra development is required, staff can
launch new credit card products for existing card applications significantly faster
and easier. During its evaluation, IBM Core Smart Card Management System
received the highest marks against three other possible solutions.
Benefits
• Reduced time and effort of entering new markets, enabling company to easily
adapt to business changes and new card issuance equipment
• Supports compliance with regulatory requirements
• Improved efficiency in new application deployment
Page 98 of 132
 © Copyright IBM Corporation 2009

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

September 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Tivoli and

WebSphere are trademarks of International
Business Machines Corporation, registered in
many jurisdictions worldwide. A current list of
IBM trademarks is available on the Web at
“Copyright and trademark information” at
ibm.com/legal/copytrade.shtml.

Other company, product or service names may be

trademarks or service marks of others.

The information contained in this documentation

is provided for informational purposes only. While
efforts were made to verify the completeness
and accuracy of the information contained in
this documentation, it is provided “as is” without
warranty of any kind, express or implied. In
addition, this information is based on IBM’s
current product plans and strategy, which are
subject to change by IBM without notice. IBM
shall not be responsible for any damages arising
out of the use of, or otherwise related to, this
documentation or any other documentation.
Nothing contained in this documentation is
intended to, nor shall have the effect of, creating
any warranties or representations from IBM (or its
suppliers or licensors), or altering the terms and
conditions of the applicable license agreement
governing the use of IBM software.

TIC14081-KREN-00

Page 99 of 132
IBM Case Study

SmarTone-Vodafone gains technological advantages

with IBM Tivoli Netcool software.

Overview

 Challenge
Increase operational efficiency
and ensure competitive pricing
while continuing to deliver
high-quality services
 Solution
End-to-end visibility and
real-time monitoring of the
mobile infrastructure
 Key Benefits
Improved customer service for
increased customer retention;
80 percent reduction in number of
events per day; greater flexibility to SmarTone-Vodafone is Hong Kong’s leading provider of multimedia content in music, sports, games,
manage future network growth news and betting.

Hong Kong is among the world’s “We handle more than

leading business and financial
10 million calls per day.
centers and is also one of the most
sophisticated and successful
The ability to monitor
telecommunications markets. As the status of the
a result, it’s no wonder that Asia’s infrastructure in real
mobile network operators are so time enables us to
competitive when it comes to
respond to potential
differentiating services and providing
the best possible voice and data
problems before they
quality for customers. cause a disruption
in service.”
—Mr. KK Luk, Assistant General
Manager, Engineering and Operations,
SmarTone-Vodafone

Page 100 of 132

Integrating information improves operational efficiency
“Tivoli Netcool
software has not
only integrated
easily with our systems
and improved the
level of customer
service we provide,
but also has provided
the technological
platform to assist us
in continuing to succeed
in Hong Kong’s
telecommunications
market.”
—Mr. KK Luk
The unparalleled success of mobile telephony in Asia has made mobile services
a commodity in which subscribers have the freedom to pick their providers
based on price, selection and quality of services. With increasing adoption,
mobile operators face a competitive marketplace that requires a variety of service
offerings, greater efficiency and competitive pricing. To meet these requirements,
Hong Kong’s SmarTone-Vodafone had to implement a solution that would help
ensure a high level of service quality and provide the ability to offer innovative
mobile data services.
Improving customer retention
Established in 1992, SmarTone-Vodafone is a Partner Network of Vodafone Group
Plc, the world’s largest mobile community, and is a pioneer in the technological
innovation of Asia’s rapidly evolving telecommunications industry. In 1993,
SmarTone-Vodafone was the first operator in Asia to offer Global System for
Mobile Communications (GSM) services and the first in Hong Kong to introduce
automatic international roaming. In 1997, SmarTone-Vodafone was the first in the
world to implement Enhanced Full Rate Technology in its network, which
replaced the original Residual Pulse Excited-Long Term Prediction (RPE-LTP)
codec used in GSM systems. This resulted in greatly improved voice quality.
SmarTone-Vodafone also introduced the world’s first fully overlaid GSM Dual Band
network in 1998. Dual Band network describes mobile phones that work on
networks operating on two different frequencies and is useful for mobile phone
users who move between areas covered by the two different networks.
In 1999, SmarTone-Vodafone was again the first in Hong Kong to pilot
General Packet Radio Service (GPRS), and, in 2001, SmarTone-Vodafone was
awarded one of only four Third Generation (3G) licenses that were available in
Hong Kong. SmarTone-Vodafone offers a wide array of top-quality, innovative
Second Generation (2G) and 3G services. Through the SmarTone iN! portal,
customers have access to the widest range of multimedia content in music,
sports, games, news and betting. SmarTone-Vodafone Mobile Email caters to
the different needs of business customers with the widest choice of mobile e-mail
solutions, including Vodafone Business Email, BlackBerry from Vodafone and
Microsoft® Windows® Mobile Email.
In 2006, SmarTone-Vodafone was the first and so far only operator in Hong Kong
to provide a mobile broadband service with territory-wide HSDPA (High-Speed
Downlink Packet Access) coverage and a data speed of 3.6 Mbps — 10 times
faster than that of 3G and 40 times faster than GPRS.1 The company is planning
to upgrade to a maximum speed of 14.4 Mbps by 2008.
Page 101 of 132
SmarTone-Vodafone offers leading network quality and performance, with over
Key Components
3,500 transmission sites and an extensive 99.9 percent 2G, 3G and HSDPA
Software
coverage of Hong Kong. Validated by an independent network quality survey,
the SmarTone-Vodafone network delivers unrivalled quality and reliability by • IBM Tivoli® Netcool®

offering the fastest call connection time for both voice and video calls, as well
as the fastest data throughput.

“We handle more than 10 million calls per day and managing network uptime is
critical to our business,” says Mr. KK Luk, assistant general manager, Engineering
and Operations, SmarTone-Vodafone. “The ability to monitor the status of the
infrastructure in real time enables us to respond to potential problems before
they cause a disruption in service, in addition to allowing for the management of
new and growing technology from a business perspective.”

Rapidly expanding services and customers

With an ever-expanding variety of new services and a rapidly growing customer
base, SmarTone-Vodafone discovered a holistic solution for managing its
dynamic mobile infrastructure that will help ensure the quality of service for the
next generation of offerings. Always looking for solutions to improve efficiency,
SmarTone-Vodafone operations engineers reviewed IBM Tivoli Netcool software Tivoli Netcool
and were impressed with its ability to collect, consolidate and correlate informa- software is helping
tion from across the infrastructure to determine the availability, response time and
SmarTone-Vodafone
usability of mobile application services.
heighten customer
After a competitive analysis, SmarTone-Vodafone selected Tivoli Netcool, and, retention, increase
within a few weeks, the solution was deployed and in production. Executives profitability and broaden
estimate that other network solutions, in comparison, would have taken between
its service portfolio to
six and eight months to implement.
remain the undisputed
Tivoli Netcool allows SmarTone-Vodafone to monitor business and consumer leader in Hong Kong’s
services across its mobile infrastructure to proactively deliver a high-level of competitive data
quality voice and data services to customers. The ability to manage its network
communications
in real time and anticipate problems is a key differentiator for SmarTone-
Vodafone, as it aims to reduce the level of customer churn by providing consis-
marketplace.
tently reliable services.

End-to-end visibility and network management

Tivoli Netcool software is helping SmarTone-Vodafone raise customer retention
rates, increase profitability and continue to broaden its service portfolio to remain
the undisputed leader in Hong Kong’s competitive data communications
marketplace. The solution provides end-to-end visibility and real-time monitoring

Page 102 of 132

of the mobile infrastructure;
integrating fault data, service-level
monitoring and customer
management information. Its
scalability enables it to support
large, complex networks that are
capable of handling over 100 million
events per day and supporting over
200 concurrent client consoles.
With Tivoli Netcool software for
event management in place, the
total number of network events
per day has been dramatically
reduced — from 20,000 events per
day previously to around 4,000
events per day. This means that
operators can reduce the amount of
time spent managing the network by
about 80 percent, which allows them
to focus on other responsibilities and
launch new initiatives.
With Tivoli Netcool software,
SmarTone-Vodafone can quickly
identify where service degradation is
occurring and immediately determine
the probable impact on customers.
This enables staff to prioritize the
most critical problems effectively. In
addition, Tivoli Netcool software
provides an end-to-end view of
service quality across the business,
which allows SmarTone-Vodafone to
decide which services require
additional investments and resources,
or alternatively, identify where
unnecessary investment is occurring.
Future growth and flexibility
The Tivoli Netcool solution allows
SmarTone-Vodafone to address
infrastructure problems in real time,
maintaining the high levels of service
required to retain SmarTone-
Vodafone’s position as a leader in
customer service. In addition to its ®
easy integration with SmarTone-
Vodafone’s existing infrastructure and
© Copyright IBM Corporation 2007
the ability to help provide real-time
IBM Corporation
service assurance, Tivoli Netcool Software Group
software has demonstrated its Route 100
Somers, NY 10589
capacity to manage future network U.S.A.
growth and flexibility. Produced in the United States of America
03-07
“Tivoli Netcool software has made an All Rights Reserved
immediate and positive impact on IBM, the IBM logo, Netcool and Tivoli are trademarks
of International Business Machines Corporation in
SmarTone-Vodafone’s GPRS network,” the United States, other countries or both.
says Mr. Luk. “It not only integrated Microsoft and Windows are trademarks of
easily with our systems and improved Microsoft Corporation in the United States,
other countries or both.
the level of customer service we
Other company, product or service names may be
provide, but also has provided the trademarks or service marks of others.
technological platform to assist us in This case study is an example of how one customer
continuing to succeed in Hong Kong’s uses IBM products. There is no guarantee of
comparable results.
telecommunications market.”
References in this publication to IBM products and
services do not imply that IBM intends to make them
For more information available in all countries in which IBM operates.
Please contact your IBM 1
As of December 2006
sales representative or IBM
Business Partner.
You can get even more out of Tivoli
software by participating in indepen-
dently run Tivoli User Groups around
the world. Learn about opportunities
near you at: www.tivoli-ug.org
Visit our Web site at: ibm.com/tivoli
For more information about
SmarTone-Vodafone, visit
www.smartone.com.hk
SWC10053-HKEN-00
Page 103 of 132
IBM Case Study

Swisscom Mobile uses IBM Tivoli Netcool software for

2G and 3G wireless and business service management.

Overview

 Challenge
Integrate a telecom’s fault, perfor-
mance and service status across
an increasingly complex network
infrastructure to help operational
staff improve service delivery
 Solution
A common alarm management
platform that provides a service-
oriented overview of both
second and third generation
(2G and 3G) infrastructures
 Key Benefits
Tripled growth of services and infra-
structure without a corresponding Swisscom Mobile’s common alarm management initiative, with IBM Tivoli Netcool software at its core, helps
improve service delivery while controlling operational costs.
rise in headcount; reduced volume
of network alarms; enabled rapid
fault detection and resolution Swisscom is Switzerland’s leading “Tivoli Netcool has
telecommunications company, with
enabled Swisscom
9.65 billion CHF (7.94 billion USD) in
Mobile to triple its
revenue in 2006, a workforce of
approximately 17,000 people and a
business without
service portfolio that includes products
increasing headcount.”
for mobile, fixed and IP-based voice – Mr. Rene Luyten, Project Manager,
and data communications. Swisscom Swisscom Mobile

emerged from the separation of

Switzerland’s Postal, Telegraph &
Telephone agency into individual post
and telecommunications companies.

Page 104 of 132

Simplifying network management for rapid problem resolution

“The Tivoli Netcool-based Headquartered in Bern, Switzerland, Swisscom Mobile places customers at the
center of its corporate vision. The company strives to maintain its market-leading
common alarm
position by offering pre-eminent products and services to its 4.6 million customers.
management initiative
Underpinning its commitment to customer satisfaction is a quality promise to
is a ‘living’ system — operate an outstanding network for all media (voice, video and data) with
it is flexible enough to worldwide coverage.
adapt and grow with
us as Swisscom Mobile Common alarm management

adds new services and Swisscom Mobile’s in-house network management systems and service manage-
ment solution were not sufficiently equipped to meet the challenge of increased
technologies to its
complexity on the Global System for Mobile Communications (GSM) network. This
portfolio and grows its
challenge was magnified as the number of new systems — such as the General
customer base.”
Packet Radio Service (GPRS) and Universal Mobile Telecommunications System
– Mr. Rene Luyten (UMTS) — and new networks — such as Public Wireless Local Area Network
(P-WLAN) — were added over the years.

Most of these networks and systems are maintained over individual management
platforms and Swisscom Mobile operations staff faced the daunting task of trying
to maintain a view of fault, performance and service status across this increasingly
complex IT infrastructure. Compounding this challenge were the rapid rise in
competition in the mobile services market, the near-saturation of the mobile market
and escalating customer expectations with regards to service quality and reliability.

Swisscom Mobile recognized the need for a centralized, flexible, efficient and
reliable service assurance system for monitoring existing and future wireless
networks. In response, Swisscom Mobile launched a common alarm management
initiative that divides its extensive operations infrastructure into three structured
management layers:

• An acquisition layer, which performs the majority of Swisscom Mobile’s

consolidated operations management
• A processing layer, which correlates fault, inventory and workflow data
• A presentation layer, which supports service visibility and business
service management

Page 105 of 132

Integrating network information with IBM Tivoli Netcool software
Key Components
At the acquisition layer, IBM Tivoli Netcool software integrates about twenty element
Software
management systems into a single screen. This has helped Swisscom Mobile
control staff training costs and triple the growth of its services and infrastructure • IBM Tivoli ® Netcool ®
without a corresponding rise in headcount.

The Tivoli Netcool solution further consolidates event data from Swisscom Mobile’s
core network, operation and maintenance network, value-added services and radio
access network to provide a single view of the status of services to the common
application management processing layer. The volume of network alarms has been
reduced, enabling Swisscom Mobile’s operations teams to respond quickly and
proactively to service-affecting faults to meet the company’s service commitment to
deliver “the best services over the best network.”

At the processing layer, data provided by the acquisition layer is correlated and
enriched in real time with fault information and inventory data to enable fast
resolution of service-affecting and customer-impacting network faults.

Tivoli Netcool software provides event enrichment and integration with external data- “IBM Tivoli Netcool
bases, including workflow systems, which enables Swisscom Mobile to automatically
software enables us to
dispatch engineers to fix predefined network problems. In all, Tivoli Netcool solutions
deliver more services, to
replaced scripts that took two person-years to develop with 32 policies, developed in
better manage service
just two months. Furthermore, Tivoli Netcool software enables the automatic escala-
tion of alerts, up to management level, for particularly large or critical service outages.
levels and to better
deliver against customer
The processing layer, in turn, provides enriched, consolidated and real-time expectations while
information to the common application management presentation layer. By doing so, controlling operating
it delivers a single, effective management interface of Swisscom Mobile’s services, costs and improving
technologies, regions and infrastructure. Tivoli Netcool software delivers Web-based
operational efficiency.”
reports on network status by region and technology and can model Swisscom
Mobile services and evaluate the service impact. – Mr. Rene Luyten

Page 106 of 132

Evolving to a business service
management approach
The common alarm management
platform, based on Tivoli Netcool
software, has delivered solid operating
benefits and efficiencies to Swisscom
Mobile in a short span of time. These
benefits include:
• Improved and rapid fault detection
and resolution
• Consolidated operations
management and fault correlation
• Increased scalability and flexibility
• Advanced service views of the
IT infrastructure
“We were able to install and integrate
Tivoli Netcool software in around three
months,” comments Mr. Rene Luyten,
project manager, Swisscom Mobile.
“Importantly, the Tivoli Netcool-based
common alarm management initia-
tive is a ‘living’ system — it is flexible
enough to adapt and grow with us as
Swisscom Mobile adds new services
and technologies to its portfolio and
grows its customer base.”
Mr. Luyten adds,“Tivoli Netcool
software has enabled Swisscom
Mobile to triple its business without
increasing headcount. It enables us
to deliver more services, to better
manage service levels and to better
deliver against customer expectations
while controlling our operating costs
and improving operating efficiency.”
Business service management is
the next step for Swisscom Mobile
®
and will enable proactive service-level
management and customer care.
“The customer cares about services,
© Copyright IBM Corporation 2007
not technology,” says Mr. Luyten.
IBM Corporation
“Business service management means
Software Group
the definition and prioritization of the Route 100
Somers, NY 10589
different service layers, technologies,
U.S.A.
networks and devices in our infra-
Produced in the United States of America
structure and the association of these 05-07
diverse components with the services
All Rights Reserved
that they support.”
IBM, the IBM logo, Netcool and Tivoli are
trademarks of International Business Machines
Corporation in the United States, other countries
For more information or both.
Please contact your IBM sales Other company, product or service names may
be trademarks or service marks of others.
representative or IBM Business Partner.
This case study is an example of how one
customer uses IBM products. There is no
Visit our Web site at: guarantee of comparable results.
ibm.com/tivoli References in this publication to IBM products
and services do not imply that IBM intends to
You can get even more out of make them available in all countries in which
IBM operates.
Tivoli software by participating in
independently run Tivoli User
Groups around the world. Learn
about opportunities near you at
www.tivoli-ug.org
For more information about the
Swisscom Group, visit:
www.swisscom. com
SWC10059-CHEN-00
Page 107 of 132

Telecom Argentina transforms its IT
landscape with SAP and IBM Global
Business Services
Overview
 The Challenge
Telecom Argentina was using
multiple line-of-business systems
to manage 10 million customer
accounts, 4,000 retail outlets and
15,000 staff. Creating an overall,
integrated view of operations
was extremely difficult, and the
operational cost of supporting
legacy JDEdwards applications
and older IT infrastructure was
continually rising.
 The Solution
Working with IBM Global Business
Services, Telecom Argentina
embarked on a multi-phase project
to implement SAP ERP and Human
Capital Management applications,
as well as SAP NetWeaver
Business Warehouse and SAP
NetWeaver Portal.
 The Benefits
With a single solution managing all
data across all of the company’s
business units – from facilities
management through to the
distribution of mobile handsets –
Telecom Argentina can use the
real-time analytical capabilities of
we know
they know
SAP NetWeaver Business
Warehouse to gain an accurate,
up-to-date overview of business
operations. Process standardization
has led to both greater efficiency and
increased adaptability. Based on the
shared information on customers,
accounts, purchase histories and
more, business units are able to
identify opportunities for cross- and
up-selling, while the procurement,
distribution and logistics operations
are able to fine-tune the supply
chain to reduce costs and optimize
customer service. With standardized
SAP applications replacing multiple
separate systems, IT management
and maintenance costs have
declined sharply.
 Key Solution Components
Industry: Telecommunications
®
Applications: SAP Business
Suite with SAP ERP 6.0, SAP
®
NetWeaver Business Warehouse,
SAP NetWeaver Portal 7.0, SAP
Solution Manager 4.0, SAP Mobile
Functionality, SAP NetWeaver
Process Integration
Services: IBM Global Business
Services
Page 108 of 132
Telecom Argentina is the largest fixed-
line and mobile telecommunications
provider in northern Argentina, with
15,000 employees and more than 20
million customers.
Since the privatization of Argentina’s
telecommunications infrastructure in
1990, Telecom Argentina has enjoyed
considerable success, mainly as a
result of its major investment in
upgrading the country’s network
infrastructure. In 2007, 54.74 percent
of the company was acquired by
Nortel Inversora S.A., a consortium
formed by Telecom Italia and the
Werthein Group.
“Our telecommunications
infrastructure is state-of-the-art, and
we wanted our IT infrastructure to
match it,” says Patricia Mac Culloch,
Corporate Application Development
Manager at Telecom Argentina. “We
were using a variety of legacy systems
including JDEdwards to manage
different parts of the business, and it
was difficult to maintain consistency of
data or gain an overall view of our
operations. Moreover, managing all
these different IT systems was
complex and expensive. Some of them
“Everything we have
achieved so far has
been a result of working
closely with IBM Global
Business Services. The
technical skills, business
knowledge and project
leadership of the IBM
consultants has played
a vital role in the
success of the project.”
Patricia Mac Culloch
Corporate Application Development
Manager
Telecom Argentina
dated back to 1994, and it was
becoming difficult to find people with
the skills to support and develop
them.”
Drawing up a roadmap
IBM Global Business Services worked
with SAP and a project team from
Telecom Argentina to design a three-
year roadmap for the implementation
of the new solution.
“We wanted to be able to manage all of
our core business processes using a
single coherent suite of SAP
applications – and since our business
is relatively diverse, this was a major
challenge,” explains Guillermo Said.
The IBM Global Business Services
consultants worked closely with
stakeholders from across the business
to decide which applications and
processes to implement first, and used
SAP Solution Manager to manage
each phase of the project from
development and testing through to
production go-live.
Page 109 of 132
IBM Global Business Services was
involved in the program since initial
project preparation, and early on took
design and delivery responsibility for
the full solution, placing all the required
services under one roof. Telecom
Argentina took advantage of the wide
range of capabilities, especially
project management and the
implementation-specific disciplines
such as data conversion and complex
cutover management, offered by IBM
Global Business Services.
An early project challenge was to
establish a way to agree on and
commit to shared delivery goal and
timeline. To deploy the system, IBM
Global Business Services team
integrated eleven SAP modules,
implemented more than 100
interfaces, and trained more than
3,000 end users on the SAP system.
Multi-phase implementation
On the first phase, called “SIGNO 1”,
IBM Global Business Services
assisted Telecom with the installation
of the core SAP Business Suite
components, including functionalities
for financial accounting, controlling,
materials management, sales and
distribution and project system, as well
as SAP NetWeaver Business
Warehouse for reporting, and SAP
NetWeaver Portal to provide an online
environment for internal project
management. This took 16 months,
and provided 2,000 users with most of
the basic functionality that they
needed to run Telecom Argentina’s
core fixed-line telecommunications
business.
SAP Business Suite software is
designed specifically to help execute
and optimize business and IT
strategies in tandem. Both industry-
specific and general business
processes are supported by modular
solutions that can be deployed in a
step-wise manner to address each
operational challenge in turn. The
result is insight and visibility across
Telecom Argentina, enhanced
operational efficiency and
effectiveness, and increased flexibility
to address business change.
The next phase, SIGNO 2, followed
immediately afterwards. IBM Global
Business Services assisted with the
deployment of SAP ERP Human
Capital Management to handle
employee records and payroll, and
also implemented real estate and plant
maintenance functionalities to manage
the company’s 4,000 real estate
assets and maintain the network
infrastructure. With these new
processes in production, the number
of SAP users increased to 3,000. The
portal was further extended,
encompassing customer interaction
for the fixed telecoms customers. The
third phase, SIGNO Evolution, also
managed by IBM Global Business
Services, covered the technical
migration to SAP ECC 6.0 core
components.
SIGNO 2 also extended the SAP
NetWeaver Portal implementation to
provide a corporate intranet, with
online forums to help users work
together. The portal will be extended to
allow employees to self-manage their
vacation data, address information
and more, reducing the paperwork
workload for the human resources staff
and allowing them to focus on
recruitment, training and development
issues. Finally, support for BlackBerry
mobile devices was introduced,
enabling users to work easily even “The implementation of
when they are out of the office.
SAP Business Suite has
Each phase of the implementation was
transformed the way
supported by IBM Global Business our business works –
Services, providing detailed advice on and there are also
both technical design and the many advantages from
strategic implications for Telecom
an IT perspective, the
Argentina, over a period of almost four
years.
IT environment is now
much easier to
“When SIGNO 2 was complete, we maintain.”
were in a very good position to
Guillermo Said
manage more efficiently most of our
Telecom Argentina
core business processes,” comments
Patricia Mac Culloch. “But there were
still many things we wanted to add. We
pushed on with a project called
SIGNO Evolution, which was primarily
a technical upgrade to the latest
version of SAP ERP and SAP
NetWeaver Portal, and when that was
finished, we started SIGNO
Terminales, which is now complete.”
Looking to the future
SIGNO Terminales has brought the
management of Telecom Argentina’s
mobile phone business into the same
ERP solution as the rest of the
business, providing functionalities for
the procurement, distribution and sale
of mobile handsets, whether to dealers
or directly to customers via one of the
company’s own retail stores. The
system also handles billing and
collections from mobile contract
customers, with around 4,000 SAP
users.
SIGNO Terminales updates the
materials management and sales and
distribution components, and adds
profitability analysis and process
integration to the SAP landscape. IBM
Global Business Services is assisting
with the design and implementation of
Page 110 of 132
the specific processes related to
mobile handsets, covering
procurement, distribution to point of
sales wholesale sales, billing, and
collections. These applications allow
Telecom Argentina to rationalize and
optimize its entire supply chain, saving
operational costs by connecting sales
and demand data directly to the
logistics operations.
Patricia Mac Culloch adds:
“Everything we have achieved so far
has been a result of working closely
with IBM Global Business Services.
The technical skills, business
knowledge and project leadership of
the IBM consultants has played a vital
role in the success of the project. We
have been highly satisfied with their
contribution, and will continue to work
with them to extend the solution in the
future.”
Business and IT benefits
For business users, the benefits of
SAP Business Suite are already
evident. With a single solution
managing all data across all of the
company’s business units – from
facilities management through to the
distribution of mobile handsets –
Telecom Argentina can use the real-
time analytical capabilities of SAP
NetWeaver Business Warehouse to
gain an accurate, up-to-date overview
of business operations.
Patricia Mac Culloch comments, “Of
the more than 150 processes we have
mapped onto SAP, I think that more
than half benefited from some kind of
operational improvement.
“We have been highly
satisfied with the
contribution of IBM
Global Business
Services, and will
continue to work with
them to extend the
solution in the future.”
Patricia Mac Culloch
Corporate Application Development
Manager
Telecom Argentina
“With the implementation of SIGNO
Terminales, the retail logistics and
billing application for mobile
telephony, we greatly improved
processing and availability of
information at the point of sale.
“The implementation of SAP Business
Suite has transformed the way our
business works – and there are also
many advantages from an IT
perspective,” concludes Guillermo
Said. “The IT environment is now much
easier to maintain, as we have a single
solution that can be managed by a
small IT team, instead of having to
maintain many different skill sets for
different systems.”
© Copyright IBM Corp. 2010. All rights reserved.
© Copyright 2010 SAP AG
Page 111 of 132
IBM Deutschland GmbH
D-70548 Stuttgart
ibm.com/solutions/sap
IBM, the IBM logo, and ibm.com are trademarks
of International Business Machines Corporation,
registered in many jurisdictions worldwide. A
current list of other IBM trademarks is available
on the Web at “Copyright and trademark
information” at http://www.ibm.com/legal/
copytrade.shtml
Intel, the Intel logo, Intel Xeon and the Intel Xeon
logo are trademarks or registered trademarks of
Intel Corporation or its subsidiaries in the United
States and other countries. UNIX is a registered
trademark of The Open Group in the United
States and other countries. Linux is a trademark
of Linus Torvalds in the United States, other
countries, or both. Microsoft, Windows, Windows
NT, and the Windows logo are trademarks of
Microsoft Corporation in the United States, other
countries, or both.
Other company, product or service names may
be trademarks, or service marks of others.
This case study illustrates how one IBM
customer uses IBM and/or IBM Business Partner
technologies/services. Many factors have
contributed to the results and benefits
described. IBM does not guarantee comparable
results. All information contained herein was
provided by the featured customer and/or IBM
Business Partner. IBM does not attest to its
accuracy. All customer examples cited represent
how some customers have used IBM products
and the results they may have achieved. Actual
environmental costs and performance
characteristics will vary depending on individual
customer configurations and conditions.
This publication is for general guidance only.
Photographs may show design models.
SAP AG
Dietmar-Hopp-Allee 16
D-69190 Walldorf
SAP, the SAP logo, SAP and all other SAP
products and services mentioned herein are
trademarks or registered trademarks of SAP AG in
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SPC03258-AREN-01 (May 2010)
Page 112 of 132
Innovation that matters

Telenor pioneers a new way to

bring the benefits of RFID to small
and mid-sized companies.

Overview

■ Business Challenge
Intent on expanding its revenue
base with high-value services,
Norway-based Telenor set its
sights on the fast-growing market
for “machine-to-machine” (M2M)
services, targeting small and
mid-sized businesses for whom
M2M have been out of reach due
to cost and complexity, as well as
larger enterprises looking for a
low-cost, entry-level M2M solution.
■ Solution
Telenor teamed with IBM to
create the first-ever hosted M2M
offering. By creating a flexible,
low-cost shared services platform,
Telenor has drastically expanded
the number of companies that can
make a strong business case for
offering M2M.
■ Key Benefits
• Increased wireless traffic over
Telenor's network
• A new revenue stream for Telenor,
leading to higher average revenue
per user (ARPU)
• Enhanced ability to leverage the
growth of M2M and move up the
wireless value chain
• Improved ability to penetrate
the small and mid-sized busi-
ness market
Headquartered in Fornebu, Norway, Telenor is emerging as one of the world’s fastest growing
providers of mobile communications services, with approximately 130 million subscribers spread
over 12 countries in Scandinavia, eastern Europe and Asia. Telenor also has a strong position in
the growing Scandinavian market for broadband services and is the largest provider of television
and broadcast services in the Nordic region.
For providers of telecom services, “ By enabling us to
intense competition has become
be the first Nordic
a way of life. One of the biggest
challenges they face is the need
telecom service pro-
to establish a solid foundation for vider to offer a hosted
future revenue growth. While tradi- M2M service, IBM has
tional voice service still represents helped us to open a
the primary component of average
new door for the rapid
revenue per user (ARPU) for the
growth of the market.”
industry as a whole, voice is rapidly
becoming a commodity service – Rolv-Erik Spilling, manager,
Telenor Business Norway
and the epicenter of aggressive
price competition between provid-
ers. Thus, even as user volume
rises, the “treadmill effect” of falling
prices is making it increasingly dif-
ficult for providers to increase ARPU.

Page 113 of 132

A new business model opens a new market opportunity for RFID
Business Benefits
• Increased wireless traffic over
Telenor’s network
• A new revenue stream for Telenor,
leading to higher average revenue
per user
• Enhanced ability to leverage the
growth of M2M and move up the
wireless value chain
• Improved ability to penetrate the
small and mid-sized business market
“ We looked at IBM’s
thought leadership
in RFID – as well as
its clear ambitions in
this field – and we
concluded that it was
a good opportunity
to partner with the
best in the industry.”
– Rolv-Erik Spilling
That’s just one dimension of a deeper strategic imperative of telecom providers,
namely that they carve out a sustainable role for themselves in an increasingly
complex and diverse services environment.
Moving up the chain
This is especially true in the realm of wireless communications, which has
witnessed an explosion in the number and variety of services around messag-
ing, music, video and gaming – to name a few. An important underpinning of
this growth has been the efficient, reliable and affordable transport services
that telecom service providers have been able to deliver over their networks.
However, when it comes to future growth and profitability, most providers see
the need to move beyond their role as a “pipe” in the services ecosystem and
move up the value chain. This goal is perhaps the biggest reason providers
are investing billions to build next-generation networks through which they
can add value and thus extract a greater piece of the growing service pie.
But they also realize that technology change is only half of the formula for suc-
cess. The other half is a change in mindset, with service providers energized
to find new opportunities and apply innovative approaches to capitalizing on
them. Telenor (www.telenor.com), a diversified provider based in Norway, is
showing how such an approach can fuel rapid growth and success in today’s
global telecom market.
Telenor's aggressive pursuit of opportunity has been most evident in the
mobile communications arena, where it serves an estimated 130 million sub-
scribers worldwide. It’s seen in the company's expansion into a number of
rapidly growing markets in eastern Europe and Asia. Another recently seen
facet of the company’s vibrant growth strategy – and the focus of this story –
is Telenor’s first-of-a-kind initiative aimed at developing the market for “machine
to machine” (M2M) communications, which is expected to be among the
fastest-growing wireless applications.
The main thrust of M2M communications is the use of RFID tags and sensors
to track and monitor dispersed assets without human intervention. Some key
uses of M2M include the tracking of shipments in transit, tracking vehicles
within fleets and tracking inventory as it moves through a supply chain. The
data captured by M2M systems range from basic geographic location (such
as ensuring that a high-value shipping container is where it's supposed to be)
to more parametric data such as temperature (such as ensuring that a perish-
able shipment stays continuously within a prescribed temperature range).
Page 114 of 132
Because of the cost and complexity of deploying M2M solutions, adoption has
Key Components
been mainly focused within larger companies, which are more likely to have the
resources to build and manage the stand-alone solutions that typify M2M today. Software

• IBM WebSphere Enterprise Service Bus

Fresh thinking on M2M • IBM WebSphere RFID Premises Server
Telenor’s insight was that many small and medium-size businesses in the
• IBM WebSphere Process Server
same vertical segments driving large-company M2M adoption – transportation,
• IBM WebSphere Application Server
utilities and retail, for instance – also have a compelling need for M2M capa-
bilities, but lack the resources and in-house expertise required to make it • IBM WebSphere Portal

happen. On paper, offering M2M as a managed service held the promise of • IBM Tivoli Monitoring Server
overcoming these barriers, and, in so doing, unlocking a huge new source of • IBM Tivoli Enterprise Portal Server
revenue potential. This is amplified by the high probability that the European
Servers
Union will issue new rules that require companies to improve their ability to
• IBM System x
track the conditions of perishable shipments while in transit.
Services

To realize this potential, Telenor faced the technical challenge of taking what • IBM Global Business Services
has traditionally been a custom, stand-alone solution and reincarnating it as • IBM Global Technology Services –
a flexible, shared-services platform. In addition to the strong security that is Integrated Communications Services
critical to M2M, Telenor also needed to make the system easy enough to use • IBM La Gaude EBSC
for small and mid-sized companies with lean IT departments. More fundamental
Business Partner
was the need to develop a viable go-to-market strategy and business model
• Intermec
for what would be a truly first-of-a-kind offering.
Timeframe

IBM’s key contribution was the design and development of a shared-service • Design and implementation: 4 months
M2M platform that employs SOA features at its core. To accommodate a
variety of customers and needs, the IBM La Gaude European Business Solution
Center (EBSC) designed the M2M solution for maximum flexibility and versa- Why it matters
tility. This refers to the ability to gather remote sensing data from a variety of
Determined to move up the telecom
different sources (including – but not limited to – RFID), as well as to make that value chain, Nordic wireless giant
data accessible to other parts of the solution for purposes of business process Telenor teamed with IBM to create a
new, hosted business model to deliver
automation, reporting and sharing. This role is played by IBM WebSphere®
RFID-based asset management
Enterprise Service Bus, which provides a simplified integration layer for shar-
capabilities to the largely untapped
ing data between applications and services in the solution. small and medium-sized business
segment. By simplifying and standardiz-
ing “machine-to-machine” applications,
For example, in the case of a customer using RFID-based sensing, the solution
this new model promises to speed up
uses IBM WebSphere RFID Premises Server to collect and filter RFID data
the adoption of M2M by all segments.
from remote sites. From that point, the data can be used to trigger automated
business process events through IBM WebSphere Process Server (also con-
nected via WebSphere Enterprise Service Bus), or can be made available to
IBM WebSphere Portal to generate customer reports on demand. The solution
relies on Tivoli® Monitoring Server and Tivoli Enterprise Portal for end-to-end mon-
itoring and runs on IBM System xTM servers, chosen for their inherent scalability.

Page 115 of 132

The customer engagement model developed by Telenor and IBM is a model
of collaboration. Before a new customer is brought on board the hosted
M2M solution, IBM Global Business Services conducts a thorough business
process audit to ensure that the customer’s processes are optimally config-
ured to get the most out of the solution. The installation of wireless equipment
© Copyright IBM Corporation 2008
at the customer premises is performed by IBM Global Technology Services,
IBM Corporation
while Telenor personnel are responsible for integrating remote wireless devices
1 New Orchard Road
back to the host platform. IBM Global Technology Services also performs Armonk, NY 10504
U.S.A.
integration as needed to generate custom reports (such as temperature read-
Produced in the United States of America
ings for perishable products) or to automate processes (such as triggering
5-08
alerts when temperatures go out of range). All Rights Reserved

IBM, the IBM logo, ibm.com, System x, Tivoli

and WebSphere are trademarks of International
M2M for the masses
Business Machines Corporation in the United
The notion that M2M services can improve a company’s supply-chain States, other countries, or both.

transparency, decision-making and process optimization – to name just a
few – is beyond doubt, and a big reason it’s projected to grow faster than
any other wireless service. But before Telenor and IBM broke ground with
a hosted M2M offering, it was also beyond the reach of most companies
Other company, product, or service names
may be trademarks or service marks of others.
This case study illustrates how one IBM customer
uses IBM products. There is no guarantee of
comparable results.

due to cost and complexity. What changed this formula was fresh thinking
all around. IBM technology, expertise and access to strong wireless partners
enabled Telenor to create a new business model for offering M2M services.
References in this publication to IBM products
or services do not imply that IBM intends to
make them available in all countries in which
IBM operates.

By the same token, Telenor’s strategic vision ultimately promises to change

the business case for companies seeking the benefits that M2M technologies
have to offer.

Rolv-Erik Spilling, manager of Telenor Business Norway, sees the success

of the M2M initiative as a testament to Telenor’s strategic vision and to
IBM’s track record of helping to translate bold visions into solid businesses.
“By enabling us to be the first Nordic provider to offer a hosted M2M service,
IBM has helped us to open a new door for the rapid growth of the market.”

For more information

Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/innovation

ODC03067-USEN-01

Page 116 of 132

IBM Case Study

TelstraClear strengthens quality of triple-play, next-generation

offerings with real-time service management.

Overview

 Challenge
Gain end-to-end visibility of
infrastructure to strengthen
service quality and facilitate new
product rollouts
 Why IBM?
IBM offered a proven solution that
could deploy rapidly, handle large
volumes of events and integrate
quickly with third-party systems
 Solution
A service management solution
that helps staff measure key
performance indicators and easily TelstraClear delivers superb triple-play services, offering residential customers reliable and high-quality
evaluate the potential impact voice, Internet and digital TV services.

of infrastructure problems
 Key Benefits
Reduced operational expenses;
enabled rollout of new services
months earlier than previously
possible; cut mean time to repair;
improved overall performance
against key performance
indicators and SLAs
In the telecommunications industry, “We were able to deploy
persistent competition is challenging
Tivoli Netcool software
service providers to rapidly expand
their product offerings and provide
quickly and immediately
the highest levels of customer service. consolidate information
At the same time, the underlying from many devices and
technology for next-generation servic- elements. This enabled us
es—such as voice over IP (VoIP)
to realize a return on
and triple play (the combination of
voice, Internet and digital TV)—is
investment in just weeks.”
becoming increasingly complex, – Dilshan Perera, Principal Systems
making it more difficult and costly Architect, TelstraClear

for service providers to maintain

a positive customer experience.

Page 117 of 132

A flexible architecture helps maximize current and future investments
“Tivoli Netcool software
enables us to optimize and
effectively harness our
best-of-breed IP service
delivery network, which is
key to our success.”
– Dilshan Perera
However, TelstraClear Limited, one of New Zealand’s largest full-service telecom-
munications companies, is finding that an integrated approach to service man-
agement is helping its staff easily manage the increased complexity and improve
quality of service.
Created from the acquisition of CLEAR Communications by TelstraSaturn in 2001,
TelstraClear offers state-of-the-art voice, high-speed data, mobile, wireless and
Internet services, and cable TV to more than 400,000 business and residential
customers in New Zealand.
“We’re constantly challenged by the threat of customer churn,” explains Dilshan
Perera, principal systems architect, TelstraClear. “To remain competitive, it is our
mission to provide smarter, better and faster information and telecommunication
services with the best possible customer experience. Our service management
initiative is essential in helping our business units achieve this goal.”
Unified service delivery across disparate network infrastructures
With its 2001 acquisition, TelstraClear wanted to quickly integrate the network
infrastructures of both TelstraSaturn and CLEAR Communications. This would
enable the joint company to offer seamless service delivery to customers while
improving operational efficiency.
Following a competitive evaluation of the marketplace, TelstraClear selected
IBM Tivoli Netcool software (formerly Micromuse Netcool) for its proven strength
as an off-the-shelf fault management solution that could deploy rapidly, handle
large volumes of event data and integrate quickly with third-party operational
support systems.
“We were able to deploy Netcool software quickly and immediately consolidate
information from many devices and elements,” says Perera. “This enabled us to
realize a return on investment in just weeks.”
According to Perera, this was only the beginning. The move to a unified infrastruc-
ture has laid the foundation for an advanced service management framework
that enables the rapid deployment of next-generation services and the fast
and efficient identification of potential service level threats in its increasingly
complex environment.
Page 118 of 132
“We have significantly expanded our offering to include VoIP, double-play services
Key Components
to the business sector and triple-play services to residential customers,” adds
Software
Perera. “Tivoli Netcool software enables us to optimize and effectively harness
our best-of-breed IP service delivery network, which is key to our success.” • IBM Tivoli® Netcool®/Impact™
• IBM Tivoli Netcool/OMNIbus™
Additionally, as TelstraClear has launched enterprise-wide IT Infrastructure • IBM Tivoli Netcool/Reporter
• IBM Tivoli Netcool/Webtop
Library® (ITIL®) and IT service management initiatives, IT staff has found that Tivoli
Netcool is helping facilitate efforts to employ ITIL recommendations.

“There’s a huge demand from our enterprise and government customer seg-
ments to use ITIL best practices,” adds Perera. “Tivoli Netcool software’s natural
fit within ITIL’s service management architecture provides us with a significant
advantage when selling our products to these markets.”

Greater insight into the customer experience improves satisfaction

Today, IBM Tivoli Netcool/OMNIbus software enables fault collection, dedupli-
cation and consolidation of events from an array of element managers. Tivoli “There’s a huge demand
Netcool/Impact delivers real-time analysis of fault data. And Tivoli Netcool/Webtop from our enterprise and
offers a Web-enabled dashboard of service-impacting data. government customer
Together, these applications correlate information from a diverse range of network segments to use ITIL best
elements, enterprise servers, applications and network element management practices. Tivoli Netcool
systems, along with third-party performance, inventory and network management software’s natural fit
systems. Tivoli Netcool software then presents the information in a single, real-
within ITIL’s service
time view. As a result, operations staff can identify and prioritize events on
managementarchitecture
its network infrastructure by customer or service, enabling the company to deliver
enhanced service level agreements (SLAs) to its key customers. provides us with
a significant advantage
Operators can also set service thresholds to ensure that they are notified when
when selling our products
a network fault threatens customer service. This helps TelstraClear avoid
the financial penalties associated with breaking its external SLAs. IBM Tivoli
to these markets.”
Netcool/Reporter provides the real-time reporting that enables TelstraClear to – Dilshan Perera
demonstrate via paper or Web-based reports that its SLAs are being met.

Additionally, TelstraClear operations staff can track key performance indicators

(KPIs) for service performance and availability. These KPIs provide the foundation
for all customer SLAs as well as giving the Operations & Support business unit
essential information to evaluate capacity and, in certain instances, determine
related capacity augmentations.

Page 119 of 132

“Tivoli Netcool provides a very granu-
lar and extensive set of data to help
us customize services and ensure
we’re meeting SLAs as agreed,” says
Perera. “As a result, we can con-
tinuously review and improve overall
service availability and collaboratively
target special problem areas with our
vendor and technology partners.”
With the ability to monitor a broad
range of applications, technologies
and vendor devices, operations staff
can rapidly pinpoint the source of a
service degradation to reduce mean
time to repair (MTTR) and avoid ser-
vice interruptions.
“Netcool has enabled TelstraClear to
achieve operational excellence and
reduce costs,” adds Perera. “By trans-
In fact, according to Perera, the integra-
tion of service management into new
technology rollouts is often delivered
ahead of schedule—and several
months faster than previously possi-
© Copyright IBM Corporation 2007
ble—thanks to the extensibility of Tivoli
IBM Corporation
Netcool software. This removes signifi- Software Group
Route 100
cant risk related to the manageability of
Somers, NY 10589
new technologies and services, which U.S.A.
is vital in a fast-changing environment. Produced in the United States of America
09-07
All Rights Reserved
“Agility is essential in a market that is
IBM, the IBM logo, Netcool, Netcool/Impact,
wide open to new entrants and chal-
Netcool/OMNIbus and Tivoli are trademarks of
lenges,” says Perera. “Tivoli Netcool International Business Machines Corporation in
the United States, other countries or both.
software provides us with the confi-
ITIL is a registered trademark, and a registered
dence that we can quickly apply ser-
community trademark of the Office of Government
vice management to any new offering Commerce, and is registered in the U.S. Patent and
Trademark Office.
and helps us greatly to reduce the risk,
no matter how complex the project.”
IT Infrastructure Library is a registered trademark
of the Central Computer and Telecommunications
Agency, which is now part of the Office of
For more information Government Commerce.

lating what is happening on the net-
work to how it impacts our customers,
we can prioritize which events and
alerts need attention first and take a
Please contact your IBM sales
representative or IBM Business Partner.
Visit our Web site at:
Other company, product or service names may be
trademarks or service marks of others.
This case study is an example of how one customer
uses IBM products. There is no guarantee of
comparable results.

proactive approach to customer and
service management.”
Launching new IP services quickly,
without added costs
Through the delivery of a single
platform that supports a variety of ser-
vices and devices, TelstraClear gains
the flexibility it needs to more quickly
roll out new services and efficiently
manage the next-generation network
elements they depend on.
ibm.com/tivoli References in this publication to IBM products
and services do not imply that IBM intends to
make them available in all countries in which
You can get even more out of Tivoli
IBM operates.
software by participating in indepen-
dently run Tivoli User Groups around
the world. Learn about opportunities
near you at www.tivoli-ug.org
For more information about
TelstraClear, visit:
www.telstraclear.co.nz

SWC10073-NZEN-00

Page 120 of 132

Let’s build a smarter planet

Toronto East General Hospital secures its staff and equipment with
an integrated wireless infrastructure.

Overview Toronto East General Hospital is a leading medical facility in Ontario,

Canada, that boasts a one-million-square-foot campus and more than
Toronto East General Hospital
Toronto, Ontario, Canada 2,500 employees, including some 400 physicians. Each year, the facility
www.tegh.on.ca supports the medical needs of over 20,000 acute-care inpatients, 60,000
Industry emergency visitors and 225,000 outpatients.
• Healthcare
Employees Challenge
• 2,500 Staff members at Toronto East General Hospital, a major Canadian healthcare
Products facility, were having difficulty communicating with each other. Previously, they relied
• IBM mobility and wireless on overhead pages and phone calls routed through an outside switchboard — a
services
system that frequently resulted in extended wait times. And, with security incidents
IBM Business Partner becoming a growing concern, the hospital wanted to improve the visibility and
• Cisco Systems, Inc.
accessibility of its staff members and medical equipment.

Solution
Working with IBM mobility and wireless services, the hospital implemented a
wireless communications system that allows users to immediately communicate
with each other throughout the one-million-square-foot facility. With one tap on a
wireless communication badge, a staff member can open a connection with other

“From a patient safety employees and, with two taps, call a “code white,” alerting the hospital’s entire

perspective, having a security force. IBM considered Toronto East General Hospital’s clinical workflows
and communication patterns to help ensure that the mobile devices would
device that gives you
support and enhance how its staff members actually worked.
immediate access to the
person you need to reach Benefits
helps ensure that the • Cuts security response times by approximately 61 percent, thanks to stream-
message is clear and that lined communication capabilities and location tracking
it actually gets through.” • Improves insight into the status of staff and location of equipment, leading to
— Rob Devitt, chief executive officer, Toronto East
General Hospital
productivity increases

• Simplifies collaboration among staff members with instant, two-way communi-

cation, helping improve the quality of patient care

Page 121 of 132

For more information © Copyright IBM Corporation 2009

Please contact your IBM sales representative or IBM Business Partner. IBM Corporation
1 New Orchard Road
Visit us at: Armonk, NY 10504
U.S.A.
ibm.com/healthcare
Produced in the United States of America
ibm.com/services/us/index.wss/offerfamily/gn/a1000398 October 2009
All Rights Reserved

IBM, the IBM logo, ibm.com and Smarter

Planet are trademarks of International Business
Machines Corporation, registered in many juris-
dictions worldwide. Other product and service
names might be trademarks of IBM or other
companies. A current list of IBM trademarks is
available on the Web at “Copyright and trademark
information” at ibm.com/legal/copytrade.shtml

The information contained in this documentation

is provided for informational purposes only. While
efforts were made to verify the completeness
and accuracy of the information contained in this
documentation, it is provided “as is” without war-
ranty of any kind, express or implied. In addition,
this information is based on IBM’s current product
plans and strategy, which are subject to change
by IBM without notice. IBM shall not be responsible
for any damages arising out of the use of, or oth-
erwise related to, this documentation or any other
documentation. Nothing contained in this docu-
mentation is intended to, nor shall have the effect
of, creating any warranties or representations from
IBM (or its suppliers or licensors), or altering the
terms and conditions of the applicable license
agreement governing the use of IBM software.

This document illustrates how one organization

uses IBM products and services. Many factors
have contributed to the results and benefits
described; IBM does not guarantee comparable
results elsewhere.

References in this publication to IBM products or

services do not imply that IBM intends to make them
available in all countries in which IBM operates.

SAC03012-USEN-00

Page 122 of 132

Innovation that matters

University of Cincinnati: Taking cellular

communication to the next level

Overview

■ Business Challenge
The University of Cincinnati (UC)
wanted to empower all of its
students with enhanced cellular
communications and first-of-their
kind wireless services, but to do so
it had to compete effectively against
commercial cellular carriers.
■ Solution
Working with a local cellular
service provider under an IBM-
developed collaborative business
model, the university created a
compelling cellular offering for
students and faculty that offers
superior coverage and unique,
university-specific functionality.
■ Key Benefits
• Minimizes risk and cost by
outsourcing day-to-day operations
• Guarantees that all students
can be reached easily because
of campus-wide coverage and
universal adoption
• Creates an innovation “laboratory”
to encourage the development
of new services, including aca-
demic tools, lifestyle services and
security offerings
Connecting to the student body “ It positions UC as
Today, it’s a safe bet that every
an innovation
young person entering a university
has a cell phone when they arrive
incubator, which fits
on campus. For universities, this into our mission as a
presents a great opportunity to reach research university.”
out and connect to students in a – Fred Siff, professor, vice-president
new way. For example, what if a pro- and CIO, University of Cincinnati
fessor could contact all of his or her
students with an important course
announcement, simply by sending
a text message? Or, what if the uni-
versity could send out a safety alert
in a time of emergency?
The pervasiveness of cell phones
makes communicating in this way
a real possibility. But with thousands
of community members carrying
myriad devices connected to differ-
ent cellular carriers, it’s impractical.

Page 123 of 132

Giving students unique communication capabilities
Business Benefits
• Enables UC to become a “virtual”
cellular provider, reaping rewards
while minimizing risk and cost, by
outsourcing day-to-day operations
• Guarantees that all students can be
reached easily because of campus-
wide coverage (even in buildings and
underground) and universal adoption
• Attracts users by competing effectively
against commercial carriers on price,
while providing better functionality
and coverage
• Creates an innovation “laboratory”
to encourage the development of
new value-added services, including
academic tools, lifestyle services
and security offerings
• Helps UC further its goal of enriching
the college experience by becoming a
relevant part of students’ lives
“ What we want to
do is create and sell
what makes UC Mobile
unique, and that’s
value-added services.”
– Fred Siff
An obvious answer is for the university itself to provide cellular service and
get everyone on the same system. This raises business-related issues. First
and foremost, universities are not in the business of being cellular carriers,
with their own networks, nor should they be. Beyond this, there are competitive
concerns. For the true potential of universal student connectivity to be realized,
the university needs to lure students away from their existing carriers.
University of Cincinnati professor, vice-president and CIO Fred Siff expresses
the case eloquently. “We’ve got 35,000 students. Every one has a cell phone,
and none of them are ours. That’s a bad business model. It’s a bad connectivity
model. At the same time, we’re providing land lines in dormitories that none of
our students want or need. So it only makes sense for us to offer the students
cell phone service in some way.”
The University of Cincinnati, moving ahead of the curve
The University of Cincinnati recognized early on the potential of wireless
communications, and set out to find a way to make university-provided cellu-
lar service a practical reality. Working with IBM Global Business Services, UC
developed a sustainable business model that would position it as a “virtual”
cellular provider: By leveraging a relationship with a local cellular service pro-
vider, the university would be able to offer students UC-branded cell phone
service without having to get into the business of network operations. To clearly
link the offering to UC and distinguish it from commercial offerings, it would be
called “Bearcat” after the university’s mascot. Further differentiation comes from
UC-specific features, such as the ability for graduating seniors to keep their
number and voice mail after they leave, to maintain their link to the university.
To formulate the model, IBM applied best practice methodologies to examine
the relative advantages of adaptive, transformational and breakthrough
technologies and the business models that support them. The model chosen
was adaptive, meaning that it offered tangible business value without being
disruptive to the university’s operations or requiring UC to actually start up an
entirely new business unit.
Once the business model had been finalized, the university took advantage
of IBM’s telecommunications expertise to make it a reality. IBM helped the
university define the solution architecture and craft an RFP to attract a cellular
operator. IBM also helped to design and deploy the on-campus infrastructure,
acting as consultant, integrator and project manager.
Page 124 of 132
A clear understanding of needs...and wants
Key Components
“You can’t look at this kind of service in isolation,” says Siff. “We can make our
cell phone offering mandatory, but that's missing the point. Not only do all the Services

students already have cell phones when they arrive, they’re probably locked IBM Global Business Services
into a contract. Chances are good that they’re on their parents’ plan and have
features that they already like. So even though we want all our students to have
a UC Mobile Bearcat phone, we should not force them to adopt it.”

Siff clearly understands what it takes to make the university’s student

communications initiative work. The key, he says, is to compete directly with
commercial carriers. “If we can’t offer a financial advantage, we should not
be in the business. We have to do better than the market by offering both
better price and better capability.”

First-of-their-kind, value-added services and superior quality are a central part

of the UC Mobile package. With its own on-campus infrastructure, the university
has been able to provide coverage throughout the campus, even underground
and within structures. No commercial carrier can match that capability.

UC Mobile’s enhanced service offerings are truly compelling. Security is an

essential core service: Every Bearcat phone can call campus police directly
at the press of a button. Combined with universal coverage on campus, this
makes the Bearcat phone the only option for students who need help anytime,
anywhere. The Bearcat phone is also a powerful academic tool. By linking the
phones directly to the university’s Blackboard academic application suite,
faculty can provide students with important course updates via text message. Why it matters

The University of Cincinnati wanted

Convenience and lifestyle-related services are also very popular. One allows to take advantage of the popularity
students to see the estimated time of arrival for campus shuttles, based not of cell phones to give its students and
on pre-published schedules but the actual location of the GPS-equipped faculty a new level of enhanced wireless
connectivity and utility. Using a new,
shuttle buses. Other services even involve the surrounding community – the
collaborative business model that mini-
most recent value-added offering is the use of the Bearcat phone as a way to mizes risk and generates new revenue,
pay for goods. Money is deposited into an account that the phone can access, UC worked with a local cellular carrier
and it’s used in much the same way as a debit card. The first partner in this to create a first-of-its-kind, highly com-
petitive cellular offering package with
program is the Kroger supermarket chain (headquartered in Cincinnati), and
compelling features. With all students
scores of other local merchants have signed up as well. and faculty using the UC Mobile service,
the university can provide unique, highly
relevant services including enhanced
security and academic tools.

Page 125 of 132

Building a business case
Siff knew that a winning marketplace offering was only part of the equation.
“A lot of universities lost their collective shirts on long distance,” he says.
“We did not want to get into the phone business per se. A sound business
plan was vital to getting the UC administration to support the plan, and IBM
© Copyright IBM Corporation 2008
helped us put together a business model that puts the day-to-day operational
IBM Corporation
burden on our cellular partner and allows us to focus efforts elsewhere.”
1 New Orchard Road
Armonk, NY 10504
U.S.A.
The development of enhanced offerings, however, is kept in-house. “What
Produced in the United States of America
we want to do is create and sell what makes UC Mobile unique, and that’s
4-08
value-added services,” Siff says. “It also positions UC as an innovation incuba- All Rights Reserved

tor, which fits into our mission as a research university.” IBM, the IBM logo and ibm.com are trademarks
or registered trademarks of International
Business Machines Corporation in the United
The initial rollout of the plan, to an incoming freshman class, was highly States, other countries, or both.

successful. UC has expanded the service, providing all residential students Other company, product, or service names
may be trademarks or service marks of others.
with a Bearcat phone and incorporating basic UC Mobile service fees into
Many factors contributed to the results and
its housing costs. Just as with commercial carriers, students have the ability
benefits achieved by the IBM customer
to upgrade their service level and phone for an additional fee. described in this document. IBM does not
guarantee comparable results.

The business model that UC came up with is a win-win-win for all concerned.
Students get competitive rates and unique services, the local cellular partner
gets a guaranteed subscriber base in exchange for favorable rates, and
UC gets reduced risk, a new revenue stream and a way to better serve the
university community.

For more information

To learn more about how IBM can help transform your business and help you
innovate, please contact your IBM representative or IBM Business Partner.

Visit us at:

ibm.com/innovation

ODC03069-USEN-00

Page 126 of 132

Innovation that matters
Vassar Brothers Medical Center
adapts to healthcare’s challenges
through mobile processes.
Overview
■ Business Challenge
With its operational challenges
intensifying in the face of increas-
ing demand for healthcare serv-
ices, Vassar Brothers realized
that it needed to fundamentally
change – and ultimately optimize –
its core processes. To enable
this, the hospital needed to free
itself of the restrictions of a fixed
and fragmented infrastructure.
■ Solution
Working with IBM and its
Business Partners InnerWireless
and Vocera Communications,
Vassar Brothers deployed a per-
vasive wireless infrastructure that
enables the hospital to transform
its process paradigm from fixed
to mobile – increasing patient
safety and operational efficiency.
■ Key Benefits
• 95 percent reduction in medication
errors, representing between
US$25 million and US$50 million
in associated annual costs
• 20 percent increase in nurse
productivity by virtue of mobility-
enabled process improvements
• Improved asset utilization,
enhanced patient safety and a
reduction in future expenditures
on IV pumps via real-time wireless
tracking capability
Vassar Brothers Medical Center is a 365-bed facility that has been serving New York’s Mid-Hudson
Valley since 1887. Located on the banks of the Hudson River, Vassar Brothers has established
centers of excellence in cardiac services, cancer care, and women and children’s health services.
Vassar Brothers is an affiliate of the Health Quest hospital system.
In the field of healthcare services, “ For us, there is no more
advanced medical research has
important goal than
aptly been viewed as the central
weapon in the ongoing “war” against
patient safety, and no
diseases. In recent years, the intro- more important task
duction of powerful information tech- than improving proc-
nology alongside classical clinical esses to ensure it. With
research techniques has already
the help of IBM and its
begun to deliver on the enormous
promise that it holds in such key
ecosystem of partners,
areas as gene therapy and oncology. we’ve come a long way
By creating the foundation for a whole toward that goal.”
new way of treating illnesses, the – Daniel Aronzon, MD, president and
marriage of IT in medical research CEO, Vassar Brothers Medical Center
has the potential to alter the very
nature of healthcare delivery – and
thus constitute a new weapon against
disease. At the same time, however,
the healthcare industry also faces a
Page 127 of 132
Improving patient safety and operational efficiency through innovation
Business Benefits
• 95 percent reduction in medication
errors, representing between
US$25 million and US$50 million
in associated annual costs
• 20 percent increase in nurse
productivity by virtue of mobility-
enabled process improvements
• Improvement in overall quality of
care and patient safety
• Improved asset utilization, enhanced
patient safety and a reduction in
future expenditures on IV pumps via
real-time wireless tracking capability
• Improved overall ability to thrive
in the emerging healthcare serv-
ices marketplace
“ We looked at the
hospital and we saw
that everything was
in motion. Then we
looked at the standard-
ized processes and
technologies in health-
care, and they were all
based on static models.”
– Nick Christiano, CIO of HealthServe
Information Technologies
different kind of war – against lingering inefficiencies and rising costs – brought
on by a tidal shift in demographics that will strain the nation’s healthcare system
to an unprecedented degree. Like an approaching storm on the horizon, the
mass retirement of baby boomers, which will swell the ranks of the over-65 seg-
ment to nearly a quarter of the U.S. population, has so far provided just a hint of
the turbulence it is expected to cause. Indeed, it’s a foregone conclusion that
the longer lifespans and increased demand for care among senior citizens will
absorb a much greater share of healthcare resources.
Stemming a rising tide
But a capacity crunch is only half the problem for the healthcare system.
The cost and funding issues spawned by this trend pose an even greater
challenge. With the nation’s annual healthcare spending already at US$1.5
trillion, a whopping 16 percent of GDP, the need to control costs has become
absolutely critical. Seeking a way to stem escalating costs, the federal govern-
ment – by far the largest payor in the healthcare system – has begun a qualita-
tive shift in its reimbursement practices, the central mechanism for allocating
resources across different healthcare providers. Employing free market prin-
ciples, the emerging trend is to more closely tie reimbursement rates to quality
and cost metrics. By rewarding providers based on their ability to “do more
with less,” this new formula aims to encourage providers to invest in the admin-
istrative and clinical innovations that will enable them to better compete in
tomorrow’s healthcare environment.
Vassar Brothers Medical Center (www.vassarbrothers.org) is one provider
that has heeded the call. Located on the banks of the Hudson River in
Poughkeepsie, the 365-bed facility is a key member of the Health Quest
regional hospital network. While highly rated for quality and a leader in
cardiovascular care, Vassar Brothers still faced the same capacity and cost
challenges as the rest of the industry. What made Vassar Brothers stand out,
however, was its rare combination of vision, leadership and a willingness to
face the challenges head-on. Vassar Brothers’ leaders viewed the trend toward
accountability as not a problem to solve but an opportunity to adapt better
than any of its competitors to the new environment. Its reasoning was simple:
continuous improvements in measures such as clinical outcomes, patient safety
and operating efficiency – combined with more transparency – will strengthen
Vassar Brothers’ place in tomorrow’s healthcare environment. The same line of
thinking also applied to the physicians on whom Vassar Brothers depended for
patient admissions. Over time, Vassar Brothers had differentiated itself based
on its quality of care. While this was a critical foundation, Vassar Brothers saw
the opportunity to cement an even closer relationship with its physicians by
providing them with access to the best systems, infrastructure and practices.
Vassar Brothers knew what it would take to thrive in tomorrow’s healthcare envi-
ronment, and was ready to take action to make it happen.
Page 128 of 132
Guided by the high priority it has long placed on patient safety, Vassar Brothers
Key Components
chose to focus its initial efforts on reducing errors in dispensing medication,
a chronic and costly problem with many causes – from undetected interac- Services

tion problems and unreadable handwriting scripts, to fatigue and human • IBM Global Technology Services
error. Known as Adverse Drug Events (ADEs), these dispensing errors were Business Partners
costly (costing as much as US$10,000 per incident, or US$1.3 million for a
• InnerWireless
300-bed hospital), disruptive and dangerous. To reduce the number of ADEs,
• Vocera Communications
Nick Christiano, CIO of HealthServe Information Technologies (the IT enterprise
of Health Quest that serves Vassar Brothers and its sister institutions), proposed Time frame

a reengineering of the entire prescription medication process, with the aim of • Meds barcoding initiative: 12 months
making it seamless, efficient and consistent. To gain a more granular under- • Development of IV pump tracking
standing of process requirements, Christiano and his team made a detailed pilot: 6 months
assessment of the overall process flow, including communication patterns and
the interdependencies between different clinical areas and personnel. Their
review uncovered a process flow marked by discontinuities, distractions and
the lack of standardization. It showed, for example, the extent to which nurses
are required to go out of their way to access or share information in the course
of their regular duties. It showed also how flaws in the way doctors ordered
medication – ranging from illegible scripts to undetected adverse interactions –
were a key source of adverse drug events.

Getting to mobile processes

Christiano’s analysis also showed how the vast majority of the hospital’s
processes, and the personnel performing them, are in a near-constant state
of motion. For employees to function at maximum efficiency, he reasoned,
they needed tools, processes and an underlying infrastructure that were
aligned with and optimized for this mobile environment. To get to this point,
Vassar Brothers needed to correct the mismatch that existed between its
current infrastructure – comprised of fixed terminals and wired telephony –
Why it matters
and the mobility-enabled processes it sought to put in place. Christiano and
his team saw a pervasive wireless communication infrastructure as the bridge Vassar Brothers Medical Center sees
mobility-enabled processes as the key
to the hospital’s future process framework. To put it in place, he turned to
to thriving in tomorrow’s healthcare
IBM Global Technology Services and its Business Partner InnerWireless. environment. To lay a foundation for it,
the hospital built a pervasive wireless
Using InnerWireless’ Wireless Utility In Building Wireless System, IBM infrastructure on which it has begun
to deploy redesigned and optimized
designed a unified wireless infrastructure capable of handling all of Vassar
processes. These include a wireless med
Brothers’ data and voice applications. Replacing the patchwork of fragmented barcoding system, which has drastically
wireless networks that had been in place, the solution provides a single cut errors in administering medications,
broadband environment that supports both current and future wireless protocols and an RFID-based solution to track and
manage its clinical assets in real time
for voice, data, telemetry and RFID applications. The inherent benefit of having
anywhere in the hospital.
a pervasive wireless solution spanning the entire hospital was immediately
evident when Vassar Brothers deployed its new medication management proc-
esses – which employ wireless barcode technology – by essentially “plugging
into” the new infrastructure.

Page 129 of 132

Under the new process, nursing staff use barcode devices to perform a
three-way, real-time cross-check between patients, meds and the patients’
medical files. In addition to real-time error detection, the solution also needed
to enable bedside clinical staff to respond promptly and efficiently. To address
this, IBM deployed a wireless Voice over IP communications system from
© Copyright IBM Corporation 2007
its Business Partner Vocera Communications that enables nurses to contact
IBM Corporation
the doctor or the pharmacy in real time from the patient’s bedside without
Global Solutions Industry Marketing
having to return to the nursing station. The results have been dramatic. In the 294 Route 100
Somers, NY 10589
first full year the system was in place, Vassar Brothers prevented over 5,000
U.S.A.
medication errors, compared to just 244 in the year before. This implies a 95
Produced in the United States of America
percent reduction in errors, representing between US$25 and US$50 million in 1-07
All Rights Reserved
associated costs. Another key benefit is the hour and a half that the average
IBM, the IBM logo and ibm.com are trademarks
nurse using the solution saves on each shift by being able to communicate in
of International Business Machines Corporation
real time wherever he or she is. in the United States, other countries, or both.

Other company, product or service names may

be trademarks or service marks of others.
The wisdom of Vassar Brothers’ decision to deploy a pervasive wireless
This case study illustrates how one IBM customer
infrastructure became immediately evident in its next initiative, the use of
uses IBM products. There is no guarantee of
active RFID technology to track the hospital’s inventory IV pumps in real time. comparable results.

Using InnerWireless’s Active RFID solution, known as Spot, IBM implemented
a floor-by-floor pilot program that has thus far proven highly successful.
Ultimately, it will sharply reduce the amount of time clinicians and staff spend
References in this publication to IBM products
or services do not imply that IBM intends to
make them available in all countries in which
IBM operates.

searching for assets, and will give the hospital a more rational basis on which
to procure and manage its inventory – with the ultimate benefits expected to
include improved asset utilization, enhanced patient safety and a reduction
in future expenditures on IV pumps. Dr. Daniel Aronzon, president and CEO
of Vassar Brothers, believes the hospital is well positioned to compete in a
healthcare environment where results and efficiency will be increasingly impor-
tant. “For us, there is no more important goal than patient safety, and no more
important task than improving processes to ensure it,” says Dr. Aronzon. “With
the help of IBM and its ecosystem of partners, we’ve come a long way toward
that goal.”

For more information

Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/innovation

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IBM Mobile Business Event – Client Successes
© Copyright IBM Corporation 2010

IBM Corporation
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

June 2010
All Rights Reserved

IBM, DB2, Lotus, Rational, Tivoli, the e-business logo, e-business

on demand, the e-business on demand lockup, and WebSphere are
trademarks of International Business Machines Corporation in the
United States, other countries or both.

Other company, product and service names may be trademarks or

service marks of others.

References in this publication to IBM products and services do not

imply that IBM intends to make them available in all countries in which
IBM operates.

These customer stories are each based on information provided by

the client and illustrate how one organization uses IBM products.
Many factors may have contributed to the results and benefits
described; IBM does not guarantee comparable results elsewhere.

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