Revenue Assurance

“Data quality and process improvement methods that improve profits, revenues and cash flows without influencing demand”
TeleManagement Forum Manual TR131

Revenue assurance is a widespread term in telecommunication companies. Our porfolio is covering a huge amount of solutions all parts of the revenue chain (figured below). We are also capable of consulting our customers on how to avoid possible leakage in the revenue cycle. 

Optiva's approach is to provide step-by-step consultancy services in order to help Communication Service Providers (CSPs) reach the ultimate level of revenue assurance maturity.

In markets with wireless market saturation, revenue growth will be largely driven by consistent service innovation, by data and by also more upstream services. In markets with multiple players, competition is often intense and telecom operators will likely need to concurrently manage fast-paced growth as well as innovation.

The common thread for all CSP's is the potential impact on revenue, whether they are faced by the challenges of sustenance, scalability, or both. In any of these scenarios, CSP's may be vulnerable to revenue leakage or revenue stagnation.

Integration of the Revenue Assurance approach and methodology with business objectives requires the Revenue Assurance approach and plan to be based on current business needs and environment. Revenue Assurance needs to be formally integrated with other key assurance activities. This will ensure that the Revenue Assurance review schedule and plan mirrors current business needs and priorities; specifically when these are constantly changing as a result of change in revenue streams, technology and systems. Frequency of revenue risk assessments should also be determined based on business environment whereby mature markets may perform such assessments annually and growing markets may perform more than once in a year. Revenue Assurance should also proactively identify special RA projects that may be performed during the year.

A large number of operators are only partially satisfied with the current Revenue Assurance methodology due to a reliance on ad-hoc requests for involvement and out of date Revenue Assurance schedules.

Furthermore, the differences in opinion while rating coverage of operations, knowledge and skill sets indicate a lack of communication between senior management and Revenue Assurance heads. This also highlights the need for Revenue Assurance to build its own brand within the organization. Doing so could help the Revenue Assurance function to increase visibility across the organization and establish Revenue Assurance  as critical to all key decision-making.