TMobile Presentation

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T-Mobile Built for Business

• 3rd largest Mobile operator in the world
• Over 5.3million business customers worldwide
• Best Global Mobile Operator for 2003 and 2004 in
  the World Communication Awards
• Voted the Best Mobile Operator for Europe, Middle
  East and South Africa in 2002
• Over 2 billion invested in UK networks since
  2000
• Project Nomad
• Strategy

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Public Sector Mobile Data Strategy

• Market Trends
• T-Mobiles Mobile Data Support Strategy
• Business Case and ROI Field Mobility
• Knowledge Share Q4/05

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Public Sector Mobile Data Strategy

• Market Trends
• T-Mobiles Mobile Data Support Strategy
• Business Case and ROI Field Mobility
• Knowledge Share Q4/05

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• Mobile Applications Problems in the Past
• Expensive and slow to deliver
• Information anytime, anywhere?
• Networks / Platforms
• High cost ROI?
• Policy

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Mobile data market
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Mobile data market
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(RFID)
(mobile workforce, BlackBerry, PDA, in car
services)
(M2M)
(network desktop)
Source June 2003 Forrester Report Scenarios
For Mobile Enterprise Success
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The Generic Value Chain (Porter, 198537)
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The Combined Value Chain (Porter, 1985 and
Stabell Fjelstad, 1998)
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Business Process Re-Engineering..Craft Workers
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Business Process Re-Engineering..Craft Workers
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Business Process Re-Engineering..Craft Workers
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Business Process Re-Engineering..Craft Workers
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Process based solutions
Cultural barriers

Customer
Systems
Admin
Call Centre
Comms
Craft Worker
Call Taker records
Customer
Call Taker
details checks
requests
creates job in
availability and
Service
allocates to engineer
visit
confirms appointment
date
Work Order
printed from
Call Taker contacts
CRM containing
Engineer records

engineer and passes
all job details

job details and
job details over
copies to file and
Engineer attends site
and, if possible
Admin Clerk
completes repair,
completed job
closes job on
sheet to depot
system
Admin clerk marries
completed job sheet to Work
BEFORE (Typical Field Service Job Management
Process)
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Process based solutions
Cultural barriers

Customer
Systems
Admin
Call Centre
Comms
Craft Worker
Call Taker records
Customer
Call Taker
details checks
requests
creates job in
availability and
Service
allocates to engineer
visit
confirms appointment
date
Work Order
printed from
Call Taker contacts
CRM containing
Engineer records

engineer and passes
all job details

job details and
job details over
copies to file and
Engineer attends site
and, if possible
Admin Clerk
completes repair,
completed job
closes job on
sheet to depot
system
Admin clerk marries
completed job sheet to Work
BEFORE (Typical Field Service Job Management
Process)
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Process based solutions

Customer
Systems
Admin
Call Centre
Comms
Craft Worker
Call Taker records
Customer
Call Taker
details checks
requests
creates job in
availability and
Service
allocates to engineer
visit
confirms appointment
date
Work Order
printed from
Call Taker contacts
CRM containing
Engineer records

engineer and passes
all job details

job details and
job details over
copies to file and
Engineer attends site
and, if possible
Admin Clerk
completes repair,
completed job
closes job on
sheet to depot
system
Admin clerk marries
completed job sheet to Work
BEFORE (Typical Field Service Job Management
Process)
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Process based solutions

Customer
Systems
Admin
Call Centre
Comms
Craft Worker
Call Taker records
Customer
Call Taker
details checks
requests
creates job in
availability and
Service
allocates to engineer
visit
confirms appointment
date
Work Order
printed from
Call Taker contacts
CRM containing
Engineer records

engineer and passes
all job details

job details and
job details over
copies to file and
Engineer attends site
and, if possible
Admin Clerk
completes repair,
completed job
closes job on
sheet to depot
system
Admin clerk marries
completed job sheet to Work
BEFORE (Typical Field Service Job Management
Process)
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Process based solutions
Customer
Systems
Admin
Call Centre
Comms
Craft Worker
Call Taker records
customer, plant and job
Customer
Call Taker
details checks
requests
creates job in
availability and
Service
CRM system
allocates to engineer
visit
confirms appointment
date
Work Order generated and passed to Engineer
Electronically (received on a handheld
computer)
printed from
CRM containing

all job details

copies to file and
engineer
closes job on
Job automatically closed on CRM system
system
AFTER Typical Field Service Job Management
Process
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Process based solutions
Customer
Systems
Admin
Call Centre
Comms
Craft Worker
Call Taker records
customer, plant and job
Customer
Call Taker
details checks
requests
creates job in
availability and
Service
CRM system
allocates to engineer
visit
confirms appointment
date
Work Order generated and passed to Engineer
Electronically (received on a handheld
computer)
printed from
CRM containing

all job details

copies to file and
engineer
closes job on
Job automatically closed on CRM system
system
AFTER Typical Field Service Job Management
Process
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• 150 Engineers each doing an average of almost 3
  jobs per day
• 8 Dispatchers
• 7 Admin staff

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Network ConsiderationsAvailable Bearers
GPRS
56Kbps
3G
384Kbps
HSDPA
2Mbps
Mobility
Wi-Fi
1Mbps
WiMax
? Mbps
Speed
Knowledge Share Q305
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GSM Performance Coverage Quality
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Network InvestmentThe Future -

• Our investment plans
• 2005 - 200Million
• 350 GSM Sites 1500 UMTS Sites
• 2006 - 250Million
• 500 GSM Sites 1800 UMTS Sites
• 2007 - 250Million
• 445 GSM Sites 1875 UMTS Sites
• We are currently integrating 8 additional UMTS
  sites into our network every working day

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T-Mobile 3G Approach

• High quality data services high levels of
  in-building now in 13 key cities and surrounding
  commuter belts
• London Manchester Edinburgh
• Birmingham Leeds Glasgow
• Bradford Notts/Derby Liverpool
• Newcastle Bristol Wolverhampton

Construction work started to deploy cells
into. Brighton Cambridge Cardiff Coventry Leice
ster Northampton Oxford Preston Sheffield Southa
mpton Stoke York
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Advice

• IT are key yes, decisions should be business
  case led but next generation strategies rely upon
  IT knowledge (6 months ahead min)
• Deploy phase one today
• Management, maintenance and support are key
• Strategic network partner support for phase two
• Think organisation , not department

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