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Cesnet cost attribution and charging models

Cesnet cost attribution and charging models . Radovan Igliar Agile Portfolio Management and Cost Attribution . CESNET. Association of Legal Entities Universities Academy of Science. Customers. Members 27 universities Academy of science + departments Non-members 12 elementary schools

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Cesnet cost attribution and charging models

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  1. Cesnet cost attribution and charging models Radovan Igliar Agile Portfolio Management and Cost Attribution

  2. CESNET • Association of Legal Entities • Universities • Academy of Science

  3. Customers • Members • 27 universities • Academy of science + departments • Non-members • 12 elementary schools • 106 high schools • 10 private universities • 25 research • 40 public administration • 39 health • 23 libraries • 26 other

  4. Income • 60% Members • Annual fee based upon size of the organization • All services on best-effort basis • 30% Non-members • Connectivity – price list • No models for extra services • 10% Research • Funding

  5. But … Can I talk about charging model and cost-attribution … .. if we are not certain in our product portfolio? I can talk, where we are now.

  6. Attributing costs to products and services • The solution was • full-cost(cost – sharing) • CRM • Problem is – that we still don’t have the DATA Let’s talk a little about problem-solving perspective

  7. We identify a problem.

  8. ... and we feel stg. has to be done.

  9. But we are engineers. „Reasonably smart people can rationalize anything, but ‘engineers’ are especially gifted at this.” Ash Maurya

  10. We have (yet) sufficiency of resource… „Reasonably smart people can rationalize anything, but ‘engineers’ are especially gifted at this.” Ash Maurya

  11. … so we start building solutions. „Reasonably smart people can rationalize anything, but ‘engineers’ are especially gifted at this.” Ash Maurya

  12. Problem identificationOUR PERSPECTIVE • „We don’t know our users and how to communicate with them.“ • „We offer right services for the users, but ...“ • „We don’t know how does our services cost.“ • “We should present us in a better way.”

  13. Looking for SolutionsIN REAL • “We don’t know our users and how to communicate with them.” Let’s implement CRM. Huray! • “We offer right services for the users, but...” We should focus on marketing. That will save us. • “We don’t know how does our services cost.” Let’s implement full-cost model. That’s the solution. • “We should present us in a better way.” Let’s make new website.

  14. Looking for SolutionsIN REAL • “We don’t know our users and how to communicate with them.” CRM • “We offer right services for the users, but...” marketing • “We don’t know how does our services cost.” full-cost • “We should present us in a better way.” website TOOL PR TOOL ONE-WAY

  15. Looking for SolutionsIN REAL • “We don’t know our users and how to communicate with them.” CRM • “We offer right services for the users, but...” marketing • “We don’t know how does our services cost.” full-cost • “We should present us in a better way.” website For whom? Processes? Do we have data? Events Website Identifiers Again -Data? CMS Structure

  16. Looking for SolutionsIN REAL • “We don’t know our users and how to communicate with them.” CRM • “We offer right services for the users, but...” marketing • “We don’t know how does our services cost.” full-cost • “We should present us in a better way.” website ½ year 2 years 1+ year 1 ½ year

  17. Looking for SolutionsIN REAL • … and establish a working group to solve it, and • appoint people which identified the problem, • but not those that should participate.

  18. Looking for SolutionsIN REAL • .. which leads to communication problems.

  19. Looking for SolutionsSHOULD DO • communicate Get out of the building. ~ Steve Blank • right services Know our segment, products, and added value. • cost Know our market and products. • present us Start building customer channels.~Eric Ries

  20. Back to the … cost attribution and charging models.

  21. Attributing costs to products and services • The solution was full-costandCRM. • So working-groups were established. • Accounting / Booking costs: • 1. by project (due to fund policy) • 2. by department (due to internal budgeting) • 3. not by products • CRM • Public procurement on the SaaS software • Problem is – that we still don’t have the DATA

  22. Attributing costs to products and services • Booking costs: • 1. by project (due to fund policy) • 2. by department (due to internal budgeting) • 3. not by products (yet) • 1+2 works with most extra service, if we don’t include share of the price for core services (network, monitoring, NIC, DNS, etc.) • metrics: fix rate, percentage, usage? • so we still have to do (3), and to know our product portfolio

  23. Attributing costs to products and services • Nov. 2012 • Before only one service charged and offered (connectivity to non-members) • Other services offered to member on best-effort • Product manager • Dec. 2012 • Stg. Like „Service Board“ established • Product portfolio • Jan. 2013 • Business development dept. established • Feb. 2013 • Proof-of-concepts projects

  24. Attributing costs to products and services • Product portfolio • Lean Canvas • Interviews with product owners • Our approach • Think big, start small, move fast • Proof of concept projects

  25. Challenges • Strategy • EU/National level: Unclear and changing • Internal: not just words, mean them • Self-sustainability and not-competing • Research vs. Service-delivery • Revenue vs.Profit • Legal • Members vs. non-members • Legal form (Association of Legal Entities) • Access policy to commercial R&D • Opportunity to Public procurement

  26. Challenges • Products and services • Diversification • Improving user experience • Best effort vs. Guarantee of quality • Outsourcing vs. In-house • Marketing • Marketing strategy • Identifying customer segments • Building customer channels • Communicating the added value • Utilize unfair advantage • Campaigns

  27. Challenges • Finance • Cost structure and cost sharing • New business models • Transformation of Culture • History • Sufficiency of resources • Certainty • Professional blindness

  28. Product portfolio

  29. eduroam storage security mobile connectivity

  30. Proofof concept • eduroam Organizations want eduroam, but do not have all the resources. We have the knowledge, but not personal resources. • New business model • Focus on revenue • Outsourcing of the technical installation • User support (24/7 support desk) • Cost structure and cost sharing • Quality of service

  31. Proofof concept • double-house connection Commercial R&D companies • New business models • Access-policy • Framework for state aid for R&D&I • Marketing

  32. Proofof concept • Data storage • Diversification • Basic service – in membership fees • Extra service - pricing • Cost-sharing • Focus on profit • Marketing

  33. Proof of concept • Antispam mail gateway • New business models • Customer need evaluation • Product life-cycle and planning • Focus on profit

  34. N: Radovan Igliar E: radovan.igliar@cesnet.cz W: https://www.cesnet.cz/ L: http://cz.linkedin.com/in/proteo/

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