[Report] U.S. CRM & Billing Software in Communications & Utilities Market Research, Trends, Analysis TOC

Extended TOC

1. U.S. CRM and Billing Software Markets in Communications and Utilities

Introduction and Executive Summary
- 1. Introduction
- 2. Market Definitions
- 3. Executive Summary
Industry Trends
- 1. Communications
- 2. Utilities
2004 Market
- 1. Vendor Peer Groups
- 2. Communications CRM Software Market Share by Vendor
- 3. Communications Billing Software Market Share by Vendor
- 4. Utilities CRM and Billing Software Market Share by Vendor
Market I - U.S. Communications CRM Software Market
- 1. Market Drivers
  - a. Cost-cutting measures in contact centers via human resource reduction and empowerment of automated self-service channels such as web and IVR
  - b. Demand for CRM analytics to support churn management and customer lifecycle management strategies
  - c. Customer experience is the next frontier for CSPs to build business value and competitive advantage
  - d. Impetus to translate inbound service interactions into up-sell, cross-sell, or retention opportunities
  - e. Pressure on service operations such as field service to increase worker productivity and reduce operating costs
- 2. Market Restraints
  - a. Cost and complexity of integration of new technology within legacy CRM and billing environments
  - b. Apprehension and uncertainty with TCO and near-term ROI from CRM investments
  - c. Competing delivery models such as Outsourcing present reduced cost, reduced risk alternative to licensed software
  - d. Carrier tendency to choose in-house or custom development over buying new software
  - e. CSP Consolidation and attrition reduces the number of market participants
- 3. Market Forecasts
Market II - U.S. Communications Billing Software Market
- 1. Market Drivers
  - a. CSPs need to consolidate Billing systems and operations for associated cost savings
  - b. Need for Billing systems to support new and enhanced services, partner content, bundling of services
  - c. Reduced operating budgets of CSPs effects increased demand for packaged software as opposed to more expensive custom development
  - d. Availability of modular architecture based convergent software providing faster time to deployment and business value
  - e. CSP view of Billing as a customer-centric strategy and competitive differentiator
- 2. Market Restraints
  - a. Substantial investments in legacy systems and resistance to deploy new systems
  - b. Competing investments such as CRM to tackle pressing pain-point of customer churn
  - c. Competing delivery models such as Outsourcing present reduced cost, reduced risk alternative to licensed software
  - d. Carrier tendency to choose in-house and custom development over buying new software
  - e. CSP Consolidation and attrition reduces the number of market participants
- 3. Market Forecasts
Market III - U.S. Utilities CRM and Billing Software Market
- 1. Market Drivers
  - a. Internal pressures to reduce operational costs and increase worker productivity
  - b. Inability of Legacy CIS systems to support strategies to adapt to changing regulatory environments, public scrutiny, and competition
  - c. Cost-cutting measures in contact centers via human resource reduction and empowerment of automated self-service channels such as web and IVR
  - d. Unbundling in Utility markets, driving major changes across organizational structures, business processes and IT systems
  - e. Availability of modular architecture based, industry-specific packaged software providing faster time to deployment and business value
  - f. Utility alignment around customer-centricity as opposed to asset-centricity
- 2. Market Restraints
  - a. Utility tendency to choose in-house or custom development over buying packaged software
  - b. Uncertainty around the impact of deregulation and competition delay project initiation
  - c. Apprehension and uncertainty with TCO and near-term ROI from CRM investments
  - d. Substantial investments in legacy CIS systems and resistance to deploy new systems
  - e. Competing delivery models such as Outsourcing present reduced cost, reduced risk alternative to software licence
  - f. Utility Consolidation and attrition reduces the number of market participants
- 3. Market Forecasts
Vendor Profiles
- 1. CRM Suite Vendors
- 2. Billing Vendors
- 3. Analytics Vendors
- 4. Niche Vendors
Strategic Recommendations
- 1. Strategic Recommendations for Vendors
2005 Frost & Sullivan Awards
- 1. Market Leadership Award
- 2. Competitive Strategy Leadership Award
- 3. Product Line Strategy Leadership Award