An article, Policy Decisions, Revenue, and Marketing’s Changing Responsibilities by Malla Poikela Comptel , discusses marketing team's involvement in policy control & charging decisions and acquisitions which has been the domain of technical teams (network and IT) in the past.
"That’s because, these days, CSPs are not seeing policy as an independent function. Instead, the focus is more on generating money with policy and charging tools"
"The reason that marketing’s input is getting crucial is that, with revenues from voice and text on the decline, communications service providers (CSPs) have to create strategic, adaptive and sticky policies and charging bundles to monetise data"
"Combining Policy with Monetisation"
"Most CSPs today treat policy and charging as separate from strategic monetisation campaigns, but that’s changing. The panel showed that many businesses are thinking about policy and charging as a way to create a holistic approach to providing customers with the most relevant services. As data becomes the dominant force of monetisation, CSPs will have to transform policy control from static to dynamic and from reactive to proactive… and this is where marketing comes in ."
"The Paradox: Real-Time Policy and Real-Life Turnaround"
"Often, policy models touch many parts of the organization, so decisions have to get approved by multiple departments and multiple levels of management before going into action. In these cases, CSPs risk losing serious revenue opportunities by not responding to customer needs quickly enough"
"Real-time analytics require real-time turnaround, but right now there are a lot of requirements for any policy change. It can take up to six months or more to deploy new policies, which inhibits the growth of the flexible environment needed to improve the deployment cycle in the first place."
