Understand the Information and the Process

Obtaining information in a timely manner is one of the common complaints CLEC's have with incumbent carriers.

For now, the attitude of most incumbents is slanted against the competitive local exchange carriers. While this is slowly changing due to regulatory pressures, a CLEC that is requesting an incumbent to perform an activity is asking for something out of the incumbent's normal processes, which disrupts its existing practices. 

Another issue to keep in mind is that incumbents are largely unionized, especially in areas where they deal with CLECs. This is not an excuse, but a fact. Unions have rules that keep staff within their boxes. And with incumbents, these rules forbid their staff from stepping outside of the lines. As CLEC's have grown, changes to these rules are being made. But as the saying goes, "it's hard to teach an old dog new tricks." 

The problem for a CLEC is, how can you push for more timely and accurate information? Here, there are two areas to focus on: 1) the ordering and change process, and 2) the follow through process.

Incumbents do provide information on how to send orders to them, and the documentation that explains this, as well as the codes, are massive. Most CLECs accept the books, forms, and codes, and then try to decipher the method in which orders should be created and sent. The reality is, you have to gain an understanding of how to use the documentation, as well as learn how the process works. Will the incumbent return an order when all errors are found? Or will they return the order when the first error is found, and then again with the second error and so on?

The ordering process is the most critical part of a customer relationship because it sets the stage for all future contact. Making mistakes in the beginning of a customer relationship results in not only service problems, but billing, customer care, and collections problems. Ultimately, mistakes add a spiraling increase in costs, which lowers your margin, reduces your opportunity to upsell an existing customer, and affects profitability. The customer is your responsibility, and you must be proactive in addressing the ordering timeline, and do it in an appropriate manner.

You can reduce mistakes by dedicating a team of professionals who work closely with each incumbent that you do business with. You and the team have to gain an understanding of how the incumbent's process works and how you can work within it, and even bend it. If an incumbent offers a training class on creating orders, take it. If they don't, request that they spend time with you and your team to go over the materials, and then have the team create sample orders, which may be approved by the incumbent's experts. Remember that you are not consorting with the enemy, but building a relationship to make each company a success.

The relationship becomes even more important when you try to locate the status of an order. It's not proper to slam an incumbent for failing to respond in a timely manner if you haven't set expectation levels and don't understand the process. Again, the key is to understand and follow-up. 

Some things to keep in mind. Make sure that an order in question has not been returned to you, and that the incumbent is waiting on your response. This will require an accurate order tracking system that is constantly updated. Also, make sure of your facts when requesting, so you're always taken seriously.

Remember that incumbents have little or no incentive to assist you. Although the regulatory process forces them to work with you, it is your responsibility to take the bull by the horns and develop a working relationship. Don't do everything via e-mail or phone calls. Spend a day at the ordering location with the manager of the incumbent's department. Know who you are dealing with and develop a respect for their position and give them an opportunity to respect your's. In the end, you'll have a better chance of developing a good working relationship, and getting that information that you need, when you need it. 

Jim Marsh is a senior consultant for The Management Network Group, a telecom consulting organization.  Jim has worked in telecom for 15 years and is an expert in revenue assurance, risk management and fraud. Jim speaks and writes on improving operational systems and functions to improve bottom lines.