Pipeline Publishing, Volume 5, Issue 8
This Month's Issue:
What Now? The Future of Mobile Devices
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Expert Voices on EPM

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Ruzicka built upon this thought, saying of customization that “they're finally starting to say that costs too much.”

Willetts expanded the net of culpability to vendors, saying, “To be fair to the service providers, often these systems are not designed with use in mind. They're designed with function in mind, but the practical process of human beings sitting and doing things with them, in conjunction with other systems, does mean it's not just a problem of high and mighty service providers wanting it their way.”

Lancaster added that “even if each one of those components is fit for purpose, how well do they click together? The process, as envisaged by Tribold for new product introduction, may not be the same process that the CRM system is built upon to deliver. I think we are at this point where I hope everyone starts to play together, but the financial situation may not allow that to happen. Because it means that every vendor must be very targeted and focused on getting their message across and their sales done. It's not really a conducive environment for figuring out how to put on different user hats and walk through the processes, which is something catalyst projects really enable,” referencing the projects that were being demonstrated just downstairs from the room in which our discussion was taking place.

So when can companies put aside all else and focus on product catalog? “Companies setting out in a greenfield environment, and there still are a few, set product catalog as something that has to be done at the center and it's got to be done first,” said Rainger. “It's right up there. In an ideal world, people understand the importance.”

Willetts, however, remarked that entire green fields aren't always necessary, saying of even established companies, “But they've got green lawns on the side. They've got an IPTV service they're bringing out or whatever. I never understand why these new services aren't considered the platform of the future. Instead they have to be brought out quickly, so they end up being the platform of one product. Are companies placing product catalog at the heart of new services?”

So when can companies put aside all else and focus on product catalog?


“Increasingly, yes,” answered Rainger. “We've seen initiatives in Cox. In Clearwire and Sprint coming together. The difficulty is making it front and center.

To sum up the potential embodied by EPM precisely because it's something somewhat new, Lancaster focused in on a different aspect of the product catalog/EPM movement: “That's one of the things, though, that makes product catalog-centricity work. You've shifted the turf battle. It's no longer who's on top this month. Is it customer service or provisioning or of course, classically, network engineering. They all have their lines of battle and funding and business cases all lined up. However, by making product catalog central, you've not siding with network over provisioning or marketing over customer service. You're saying 'This is a corporate asset that helps everybody,' making it very politically incorrect to ignore it. It's a sort of neutral way forward.”

Indeed, it is a way forward. Even in difficult economic times, a way forward is something we can all welcome as healthy. We hope to continue to explore the state of EPM in future discussions.

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