Last month I told you about a great article which explains some of the elements of the Telenor Revenue Assurance Program (TRAP). Telenor is an international telecoms group, with a controlling or minority stake in various affiliated national operations across both Europe and Asia. Recently I asked Einar Nymoen, Project Director at Telenor Global and the man who overseas TRAP, to tell me more about how Telenor Group tackles revenue assurance. Einar very kindly shared his insights and experience with me.
Eric: To begin with Einar, can you tell us a little bit about the history of the TRAP program, and its purpose?
Einar: We need to go back five years. We started in 2003 with what we call the Telenor Revenue Assurance Program, or TRAP. The idea in the beginning was to implement a common method for control development. We travelled around and ran what we called ‘implementation projects’ in the affiliates of Telenor. We had two aims with these projects. One was to set up RA organizations in the affiliates if they did not have one beforehand, and also to set up the first set of controls covering a specific focus area. After a while we gradually changed the focus from setting up new RA organizations to establishing the TRAP network, doing performance monitoring and such activities.
Eric: You wrote this article that was included in the TM Forum’s Revenue Management newsletter. It mentioned the fact you used some of the thinking that came from the TM Forum. Could you please explain a little about why you used the TM Forum’s work as part of your TRAP program?
Einar: We need to relate what we are doing to what is happening in the industry. I find the TM Forum very good as a frame of reference. More concretely, with the maturity model we wanted to benchmark ourselves against the industry. So in addition to is using the benchmark internally, we are going to join the TMF study.
Eric: Did you look at alternative sources for benchmarking and guidance?
Einar: We have been discussing benchmarking for quite some time. We followed the benchmarking activities in the TMF with the operational benchmarks. We decided we will not use those on the group level, but instead focus more on strategic KPIs. As I wrote in my article we combine the maturity matrix with what we call the Coverage KPI, which is the first one we implemented. The idea with the Coverage KPI is to measure what degree we have control over the value chain. This fits very well with the concept of the maturity model.
Eric: Do you apply the Coverage KPI and the maturity measurement across all the Telenor affiliates, or is it a voluntary activity where some may be in, and some may be out?