Reasons for Telecom Bill Discrepancies

Telecom service providers, their competitors, and business customers all play a role in inaccurate bills. Let us start with the pivotal 1996 Telecommunications Act.

Telecom Service Providers

The Telecommunications Act of 1996 dramatically altered the telecom landscape by deregulating telecommunications. The resulting fierce price competition in long-distance rates, which drove down telecom service providers' revenues, prompted a decline in customer service levels that often leads to inaccurate billing.

Historically, a carrier's customer account manager may have supported a few major business accounts. However, with the pressure to control costs and boost profitability, the same account manager now services more accounts with less time for each one. Turnover and the lack of adequate training may also contribute to declining service levels.

For example, one long-distance provider's sales representative insisted to a client that his firm did not offer toll fraud insurance. He was somewhat embarrassed when shown the details of a toll fraud offering on his firm's public Web site. Telecom account managers must understand their customer's business and telecom usage, as well as their own offerings. Otherwise, service orders may not be correctly executed and billed.

Overly Aggressive Competitors

The Telecommunications Act of 1996 ushered in new competitors eager to aggressively increase their market share in the local and long-distance markets. The terms "slamming" and "cramming" were quickly added to the telecom lexicon as some service providers allegedly engaged in illegal business practices to gain new customers.

Slamming
Slamming is the illegal practice of switching a company's preferred local or long-distance service provider without explicit authorization. When a company orders telephone lines from the local telephone company, it specifies the preferred long-distance carrier for each line. The preselected long-distance carrier for a telephone line is commonly referred to as a PIC (preferred interexchange carrier). In telecom vernacular, we say that the line has been "PICed" to a particular carrier.

Telephone customers are slammed in a variety of ways. A common method is the use of forged copies of Letters of Authorization to the local telephone company, which "authorize" switching the PIC to an unauthorized provider. In another method, a service provider contacts a customer about new services but does not inform the customer that selecting the new service will also result in changing the preferred long-distance provider or PIC. In some cases, particularly for residential services, truly deceptive practices have been used. For example, "free" raffle tickets at retail malls have tiny print at the bottom that authorizes a switch from one carrier to another. When unsuspecting victims fill out and sign the raffle ticket, they are unknowingly authorizing a carrier change.

Cramming
Cramming is the illegal practice of adding charges to a business telephone account for products and services that have not been authorized. In one press release by the Federal Communications Commission (FCC), a service provider was fined for placing "unauthorized fees for 'membership' in the 'Friends to Friends' psychic services hotline and 'other' charges on consumers' telephone bills." What the FCC found particularly egregious about these violations was that many customers were billed for these services although they had no contact with the service provider or the psychic services hotline.

PricewaterhouseCoopers has encountered several cases of cramming in its bill audits. While auditing bills for a global professional services firm, there was one office with a telephone line that was billed twice for voicemail — by two different service providers. If a representative from either service provider had called the telephone number prior to cramming the line, he would have found that the line already had voicemail — from an onsite Avaya voicemail system that the firm owned. Another common example of cramming is a charge for "inside wiring," which is, in most cases, an unnecessary line maintenance fee.

Business Customers

One major business issue that corporations face today is how to react to business cycles and rapidly changing economic conditions. Corporations may engage in mergers, acquisitions, and right-sizing activities. Without adequate telecom cost controls, businesses may drive up their total telecom costs, which hurts the IT budget and the earnings before interest, depreciation, taxes, and amortization (EBIDTA).

Reacting to Cyclical Business Activities
Business expansions and contractions involving significant changes to employee headcount directly impact telecommunications costs. Typically, these business activities result in overpayment for unused circuits and inappropriate services.

In an expansionary period, a company providing services to its new employees may incur significant expenditures for installing lines to the employee's desk, purchasing hardware such as additional cards for the PBX, or provisioning additional trunks from the telephone company. Services such as call forwarding may be inappropriately provided to employees who staff inbound contact centers. Employee telephone abuse is frequently attributed to call-forwarding features that allow employees to forward toll-free phone calls from friends and family to the employee's home after business hours.

In an optimal control environment, appropriate controls are implemented to ensure new telecom assets, and services and telephone features are authorized and commensurate with job responsibilities. Replacing antiquated, manual chargeback systems with automated, scalable systems provides an additional level of control. Employees and their cost center managers can monitor their own network, calling card, and long-distance usage, and report fraudulent activity to appropriate personnel.

During economic contraction, when the organization typically reduces headcount, telecom assets such as cell phones, pagers, calling cards, and radios may not be recovered. Also, services may not be disconnected appropriately. Experience shows that ineffective asset management contributes to losses. The exit interviewer may not have objective information on the departing employee's telecom assets (cell phone, pager, calling card, etc.); sometimes, information from Human Resources is not current. The net result is that services may continue to be provided to the terminated employee for months after termination.

Effective controls ensure that any reduction in workforce will trigger a set of actions to identify and recover assets and remove services. Without adequate controls, cost centers could be inaccurately billed for usage and equipment charges; significant business risks are incurred from disgruntled individuals misusing or compromising telecommunications services and systems.

Consolidating Offices after Mergers or Acquisitions
Companies that merge with or acquire another entity typically relocate or consolidate offices. Without appropriate bill review processes, consolidation activities frequently lead to paying for unused services and dangling circuits — circuits that are not terminated at one endpoint — because they have not been removed from the telephone company's billing records.

Although the local telephone company has disconnected the enterprise's circuits, the long-distance carrier can still render usage charges. The enterprise is essentially paying for someone else's long-distance services. This situation occurs when the local telephone company reassigns the circuit to another enterprise. If the circuit has not been removed from the original enterprise's long-distance carrier's database, the long-distance company will continue to bill the original enterprise for all usage charges incurred by the new circuit owner.

Implementing Technology Solutions
The advent of the Internet, intranets, and extranets has placed increased demands on network bandwidth and availability. Enterprises are upgrading voice and data infrastructure to enable Customer Relationship Management (CRM) solutions, E-business, and other strategic initiatives.

Customers expect a prompt response, whether they are purchasing by telephone or the Internet. If Web-enabled transactions slow to a crawl, customers will buy from a competitor's site. CRM technology investments are unsuccessful if the most profitable customers get busy signals from the contact center or encounter an auto-attendant nightmare. The enterprise will most likely lose the sale — and possibly the customer.

Companies competing for mind share with today's sophisticated consumer must continue to improve the quality of the customer's experience with the contact center. Today, the customer's attention span is shorter than ever. Customers have more choices, easier access to information, and higher expectations of service and availability.

In response to these concerns, companies traditionally increase bandwidth without appropriate consideration of costs. That is, they may hurriedly throw excess bandwidth at the problem rather than taking the time to adjust in proportion to actual need. The need for more capacity, more services, and more fault tolerance capabilities must be balanced with the need to control costs. Too much capacity leads to excessive costs. In a recent audit, one enterprise added more than a dozen long-distance T1s as a contingency for Y2K; six months after the millennium change, the excess T1s were still in place.

Adding services without appropriate capacity planning can result in paying for unused circuits and services. Asset management systems that inventory line, circuit, and hardware assets, coupled with real-time monitoring of network and trunk utilization call accounting reports, will help control over- and undertrunking.

Preliminary Information Gathering

After developing a vision or goal for telecom expense management, the next step is to gather organization-specific information. With this order-of-magnitude data, decisions can be made about project development, outsourcing, auditing, and other possible actions.

The first, although not easiest, step is to develop an approximate annual spend for telecommunications in major categories. If only 1 percent of the spend is in long-distance charges and 35 percent is in cellular, the conclusion is obvious: use project time to reduce cellular expenses.

Exhibit 1 shows the expenditures of a small, California-based energy firm.


Exhibit 2: Annual Telecom Spend for a Small Energy Firm

Note that the expenditures for this firm are unusual because local expenses are larger than long-distance expenses. In addition, cellular usage is high, suggesting that a judicious renegotiation/rationalization would likely pay big dividends.

Before plunging into the numbers, it is useful to gather as much strategic material as possible. By recording the following information, even if it is done at a cursory level, subsequent cost management projects will be more focused and efficient.

Organization

Contact information: key employees, contractors and suppliers; e-mail IDs, Web sites, etc.

Structure (voice, data, centralized, decentralized, etc.), organization chart

Functional responsibility for project management. How is it structured?

Staffing

Security awareness (who is responsible; organizational perspective)

Strategy

Technology strategy

Customer strategy versus employee/internal requirements

Growth/trends

Buildout plans

Geographic issues

Business alignment (network and infrastructure with business needs)

Outsourcing plans or opportunities

Specific (already developed) business plans and requirements

CRM (Customer Relationship Management)

Characterize the customer (profile)

What architecture supports CRM now (call centers, hardware, software, network)

Volumes of usage (now versus historical)

The general process (customer calls or e-mails; asks for x, then y happens, etc.). How disputes/complaints are resolved (e.g., trouble management system)

Describe elasticity of demand (will customer buy more product or services if service is outstanding?)

What are the trends for CRM (volumes, changes in entry point such as Web versus phone, changing nature of customers, etc.)

Process

Ordering and provisioning (external and internal includes moves, adds, changes)

Bill payment

Maintenance of equipment and software

Project management for large communications projects

Policies and procedures

Escalation process

Asset management

Vendor management

Risk management

Cost management

Budget

Contracts and terms (carriers, equipment vendors, telecom software vendors)

General ledger (G/L) and accounts payable (A/P) information

Capital and expense management

Circuit/equipment inventory

Carrier reports

Analysis of billing (tariff compliance, exception reports)

Traffic/call accounting

Chargeback

Performance and optimization

Network management tools

Traffic analysis/measurement tools

PBX/VM configurations

Network topology and diagrams

Voice and data services, including IVR/CTI

The topics are relatively high level and may or may not be directly pertinent or quantifiable as to cost-saving opportunities. However, many qualitative improvements have financially positive results, which can be measured later. Organizations with existing documentation on the above topics are often at a significant advantage and can move toward greater efficiency more quickly than many others.

Develop a Cost Management Vision

Why develop a cost management vision? Controlling costs within the telecommunications network is hard work. Some projects are easy with a high payoff; others require constant review. Without a clear vision of the outcome, good intentions may falter. Similar to affirmations in self-help books, a cost management vision might read as follows:

The architecture of the network (data, voice, hardware, leased lines, etc.) will, by its structure, minimize costs.

Monitoring systems will alert management of financial exceptions.

Configurations and clusters of technology will be flexible and scalable to reflect declining unit costs resulting from technology improvements.

Network investments will match the business culture — no long-term investments for an organization that demands a very quick payback from all its other capital expenditures.

Financial commitments for telecom services are flexible and can accommodate acquisitions, divestitures, major application changes, and rapid growth.

Telecom should be perceived as an asset — not just a commodity.

All alternatives that best support the core business, including outsourcing, will be periodically reviewed for applicability.



After the telecom cost management vision is developed and tailored to the culture of the organization (risk tolerance, scope and level of desired savings), the next step is to consider how to start.

How Do Organizations "Make It Happen"?

Telecom cost management is both a project and a process. A project is needed to gather information and make the right decisions. The process ensures that any gains will be maintained. When considering how to start the process, management should start with the following questions:

Does staff exist within the organization to perform the analysis required to manage costs? For large organizations, a telecom cost management project may require months of work by skilled analysts.

Does the firm have the appetite to consider telecommunications changes (either technical or procedural)?

Is there a bias for or against outsourcing? One note of caution: even if the business culture is strongly pro-outsourcing, it is important to have at least a high-level, in-house understanding of the telecom environment to ensure that agreements with the vendor of choice are equitable for both parties. Another approach is to use the services of a third-party outsource consultant.

Do the individuals assigned to perform the initial analysis have the right background for the project? Do they know telecom billing, tariffs, telecom taxation, and industry trends (business and technical)?

What outside resources are contemplated — consultants, telecom auditing firms, outsourcing firms, or others?

When considering how to move forward with the project, risks should be explicitly considered. For example:

What would be the effect of changing carriers? Telecom managers generally dread carrier changes, even if they are dissatisfied with the carrier. Changing circuits and other infrastructure often causes some disruption that users notice.

Are users willing to accept technical changes if they cannot directly see the benefits? For example, consider the change from remote dial-up (using a remote access server) to using a VPN (virtual private network) for connecting to the network. Until all the ISPs across the country get their account numbers correctly loaded, remote users might occasionally fail to get on the network. In the long run, it is certainly the most economical practice for large numbers of remote workers, but there is some short-term pain in the transition.

Are negotiators for contract changes experienced in telecommunications? Strong negotiators can push telecom vendors for rates so low that the result is not a win-win situation. The telco may be tempted to devote attention to other customers. Also, negotiating for the right prices and services is critical. Why negotiate a 5-cent-per-minute rate to the United Kingdom when the firm makes only a small number of calls there each month?



Looking for the Quick Fix

Organizations have many agendas and priorities. Sometimes, telecom decisions are not made for the long run because there are more pressing issues. Like the Russians in World War II who, in desperation, sometimes sent unpainted tanks to the front in winter, business managers have to survive the present and not worry about the rust of the future. Accordingly, there may be times when a quick fix is necessary. Save some money now and go after the deeper savings later.



Following are some considerations and approaches for telecom short-term relief:

Use contingency-based auditing firms. Relying on splitting the proceeds of finding errors and overbillings, contingency firms become speedy and efficient. Their goal is to send in highly trained, "drill-down" staff; find the gold nuggets; and move on. The downside to this approach is that changes in processes that would prevent the errors from occurring in the first place are sometimes not addressed. In addition, this style of telecom auditing emphasizes reviews of bills, agreements, etc., rather than technology alternatives. The question "Was there an erroneous bill for a T1 after office X closed?" might be asked. The question "Should frame over DSL be used in place of a T1?" will likely not be asked.

Renegotiate the contract for immediate relief. Many carriers, anxious to lock in a customer for several years, will lower unit costs in return for longer contracts.

Throw telecom "over the fence" to an outsource firm. In fairness, this may be a perfectly acceptable long-term solution as well. However, if the deal is done quickly and without adequate knowledge on the part of both parties, it might not be optimal for the long term. But certainly if telecom is "out of control" and expense management has not been a priority, outsourcing can likely assuage the financial worries of management (at least for telecom).



It is important to recognize that the above comments are generalizations. For example, Houston-based Teligistics performs both contingency work and some process work, such as long-term "pre-audits" of bills. In other words, for a monthly fee, Teligistics will take the client's bill from the carrier, run it through an automated error detection system, and then send it to the client for payment (or the bill may be paid on behalf of the client). A sample variance report provided to the client is shown in Exhibit 1.





Exhibit 1: Automated Variance Analysis: Billed Rates versus Contracted Rates



Special Needs and Groups within the Organization

Like Orwell's pigs, some groups are clearly more equal than others in terms of their telecom needs. When developing a comprehensive vision of telecommunications — how costs are to be minimized while maintaining service levels — all special groups need to be considered. The classic example is the call center. With hundreds or even thousands of agents, call centers (also called contact centers) are massive bandwidth and service users. Uptime is essential and in some cases, such as Dell Computer Corporation, telecommunications provides the sole "face" of the company to the end customer. If the phone lines and Internet cables are down, how can computers be ordered?



Tailoring of requirements helps in negotiations and architectural design. If electricity traders make 50 percent of their profits in just 5 percent of the available trading day, the phone lines really need to be up 99.999 percent of the time. Hence, additional circuits, rerouting features, and other contingency services need to be included in any negotiations with the local or long-distance carrier. If the contract negotiator fails to appreciate specialty group requirements, long-term telecom costs could be inadvertently increased.



Some other considerations that affect the cost management vision include:

Is telecom decision making centralized or decentralized? The preference for centralized-decentralized operations swings along its arc every decade or so. However, for telecommunications cost management, centralization has always been best. Carriers reward volumes and a balkanized approach to telecom always means higher cost. "Boudreau" in Beau Bridge, Louisiana, may get a good Frame Relay price from his brother-in-law; it may, in fact, be better than the corporate office in Houston was able negotiate with the carrier of choice. But considering the sum of all telecom costs, the corporate agreement is most likely less expensive.

Is change constant? If so, long-term contracts are even more risky.

Do the voice and data people talk with each other? IT, data communications, and voice communications should be integrated. Otherwise, sub-optimization will result.



Incidental Revenue

The best way to reduce telecom costs is to find ways to make them go below zero — in other words, collect revenue from telecom-related functions. For example, one Midwestern department store chain operates a 900 number service that charges firms that call to verify prior employee work history. Telephone services for students have long been a revenue source for universities. Businesses have become increasingly clever in using telecommunications for profit, or at least offloading some of the costs to customers.

The request for proposal process

What is a request for proposal?
A request for proposal (RFP) is a document sent to telecom carriers from businesses seeking proposals from those carriers. Each RFP is unique, because each customer’s telecom environment is unique. The RFP document spells out specific details about the information the business wants the carrier to provide, especially the technical data. Sending out an RFP is usually the first step in procuring high-level telecom services, such as datanetwork installations. The RFP is sent out to multiple carriers and is essentially an invitation to a bidding war.

What is the purpose of an RFP?
The main purpose of an RFP is to solicit proposals from phone companies. The average business signs 2-year telecom contracts, and at the end of that time, the business may have lost touch with telecom market trends, products, services, and, most importantly, pricing. It has no idea what a good deal in today’s market is until it reads carriers’ responses to the RFP.

After evaluating two or three RFP responses, the business will have a clear understanding of the carrier service offerings and what pricing is available. Gathering market data is, therefore, one of the key advantages of using an RFP.

Some customers require the telecom supplier to include the RFP as part of the final agreement. Without the RFP, the carrier’s contract is the agreement. Carrier contracts are written by telephone company attorneys; they protect the interests of the carrier, not the customer. A well-written RFP, however, protects the interests of the customer, and, at the same time, sends strong signals to the carrier that the customer is in control of the relationship.

The main disadvantage of using an RFP is that the customer invests considerable time writing the RFP, evaluating RFP responses, and meeting with prospective carriers. This can be a time-consuming process. On the other hand, businesses can avoid the RFP process altogether if they are satisfied with their current carrier and are willing to allow the current carrier to provide the needed services.

What is the RFP process?
The RFP process consists of five phases:

The RFP is released to phone companies.

Phone companies question and clarify the RFP.

Phone companies submit proposals.

Customer evaluates proposals.

Customer selects the winning proposal.

What is specified in the RFP?
The core data in an RFP are descriptions of telecom services that the business has up for bid. These may be current services or future services that the business plans to add. RFPs can be used to procure local, long-distance, data and wireless services, network design, network installation, or any other imaginable telecom project.

An RFP explains the customer’s expectations for customer service, service ordering, trouble reporting, billing, resolution of service outages, and SLAs. Numerous other issues can be included in the RFP. The whole idea behind an RFP is that the customer manages the procurement process, not the carrier.

A key feature of the RFP is its scalability. The scope of services covered by the RFP can be increased or decreased. A business may use an RFP to procure 25 cell phones, while another business may use an RFP to procure all of its telecom services, including local, long distance, data, and wireless.

For high-tech services, such as frame relay and ATM, the RFP should give the customer’s specific technical requirements for these services. The RFP can be customized to include a large or small amount of technical data.

Who should use an RFP?
RFPs are normally only used by very large companies with complex, expensive telecom services. Smaller companies tend to solicit proposals informally, and they often do not have the time or manpower to devote to the RFP process. Larger companies have telecom departments, so they have the manpower to facilitate the RFP process. Bigger companies have more internal accountability and organizational layers, so the RFP also tends to appease these people inside the company. Many government agencies, for example, are required to secure multiple bids before entering into a new contract for services. Organizations that use RFPs tend to protect their interests more than businesses that shop informally for telecom services.

How does a phone company respond to an RFP?
After a phone company receives an RFP, a team of salespeople begins writing the response. The sales team consists of pricing experts, technology experts and possibly, on large accounts, regulatory experts. Their written response will follow the general outline of the RFP.

Carriers may try to gain a competitive edge by asking the customer questions to clarify vague parts of the RFP. Customers usually level the playing field by requiring that all questions be put in writing. Then, the customer sends each carrier a copy of the question and the customer’s answer.

The RFP process is designed to be an objective avenue for buying telecom services. None of the carriers should gain an advantage over another bidder. No carrier knows which way the customer is leaning. The objectivity of the RFP process should keep carriers honest. Because carriers know they only have one chance to win the business, they will be more likely to give their best and final offer in the very beginning.

Basic contract negotiation strategy

Contract negotiation normally begins with the customer handing over his telephone bills to a telephone company sales representative who later returns with a proposal that compares the customer’s current costs to the telephone company’s latest offering. The new proposal shows monthly and annual savings. The customer and sales representative then enter into a period of negotiation, when the telephone company’s offer will be fine-tuned to meet the customer’s requirements. Once the two parties agree on the offer, the sales representative will present a contract to the customer. The customer signs the contract, the phone company provides the services, the customer receives a bill each month, and everybody is happy. In the real world, however, telecom contract negotiation is never this smooth.

At best, contract negotiation is an annoying distraction from the core business; at worst, it is a nightmare. Account executives just want to close the sale, cash the commission check, and move on to the next target. Both parties have their own agendas, and they often wind up confused and frustrated by the process. There are some practical steps a customer can take to ensure that the negotiations are efficient and produce a favorable outcome.

Know what you want
First, the customer should know his own telecom environment. He should understand what telecom services his company uses and the monthly bill volume of those services. He should also know of any pending changes to the overall telecom environment.

Before talking with the carrier, customers should decide exactly what they want in their next telecom contract. What term commitment is the business comfortable with? Is the company’s volume expected to increase, decrease, or remain level over this time period? What volume commitment should be made to the carrier? Will new services be added? After the customer figures out what he would like to see in the new contract, he can make a specific request of the carrier. A customer who is not specific is at the mercy of the carrier and will rarely receive the most favorable offer.

Know your carrier
Telephone companies handle their contracts two ways. Most contracts are standard templates, but some can be customized for a specific customer. Carriers employ two types of representatives: customer service represen-tatives and account executives. Customers should know which type of representative they will be working with. Most importantly, the customer should know what elements of the contract are negotiable and nonnegotiable.

Customer service representatives are typically low-level employees, working in a call center. They normally can only offer standard contracts. Their hands are tied, and they have little room to negotiate. Account executives are usually highly paid outside sales representatives that are empowered to customize what is offered to the customer.

When negotiating with either type of representative, the customer’s objective is always to get the needed telecom services at the lowest possible price. Carriers have the opposite objective; they want the customer to pay high rates, which increases their revenues and, ultimately, keeps shareholders happy.

Analyze the proposal
The highlight of any proposal is always the bottom line that shows monthly savings and annual savings. It is a good idea to double-check the calculations. “Accidental” spreadsheet errors may skew the numbers. Besides the savings, the other important aspects of the proposal are volume commitments, term commitments, pricing, and special clauses. If the offer is unacceptable, the carrier should write a new proposal documenting each change.

Pricing is often the most difficult issue for the customer and carrier to agree on, partly because customers do not know if they are being offered the carrier’s best pricing. The most effective way to know if the pricing is fair is to compare the proposal to similar offers. Other carriers will be happy to present proposals, even if they know their chances of winning the business are slim. The customer will then know if the original carrier’s offer is competitive. If the original carrier gets word that competitive carriers are submitting proposals, they usually sweeten their first offer.

A consultant can also be a valuable source of pricing information. If a consultant is hired to negotiate your contract, he will expect to be paid a percentage of the savings. You can save money by hiring the consultant on an hourly basis.

The contract
Once the final proposal is accepted, the carrier will offer a contract. Telecom sales representatives are trained to hand deliver the contract, verbally walk you through it, and ask for a signature. “This is the same info that we already discussed in the proposal. All the fine print is just a bunch of legal mumbo-jumbo. Go ahead and sign right here”

Before signing, the customer should read the contract carefully. The contract must list everything the customer has negotiated, especially promotions, credits, and special clauses. This exercise may be a real eye-opener for the customer, because carriers may have thrown in additional conditions that were not previously discussed. Special clauses that are harmful to the customer often show up out of the blue, such as escalating MACs, traffic requirements, exclusivity, and discount caps.

Whether it is done intentionally or not, telecom carriers are notorious for performing “accidental” bait-and-switch maneuvers. Too many customers have negotiated promotions and aggressive pricing during the initial proposal phase only to find out later that these conditions were left out of the actual agreement. When the customer feels the sting and realizes what has happened, the original parties in the negotiations may be long gone. The original account executive has spent his commission check and probably moved into another profession. The new account team will have little sympathy for the customer, and the letter of the contract will rule.

The first phone bill
The final quality check in the process is to make sure that what was negotiated is actually showing up in the phone bills. If possible, schedule a meeting with your account executive to review the first month’s bill. The bill might be easy to read, but this is a great opportunity to make the carrier prove that it has delivered exactly what it promised.

The first few bills of a new contract term are often inaccurate. Look for erroneous installation charges, missing discounts, and excessive fees. The first bill usually covers a partial month, so make sure charges are prorated accurately. With long-distance service, double-check the cost per minute. If the contract is with a new carrier, make your carrier aware of lines that are still billing with the other carrier. A savvy customer will require the carrier to issue invoice credits to make up for these costly glitches.

Local service
LECs only have three types of contracts: line charge, usage, and data services. LECs use contracts for line charges associated with non-POTS services such as Centrex, trunks, direct inward dialing (DID) lines, and intralata data circuits. LEC contracts for usage will cover local calling, intralata toll calling, or both. LEC data contracts will be included later with other data contracts.

Long distance
Long-distance carriers usually divide their customers into three categories: small and medium-sized businesses, large businesses, and national accounts. AT&T calls these three classes middle markets, commercial markets, and national accounts. AT&T has most often offered these markets Customnet, Uniplan, and One Net. The smaller market customers normally have simple oneor two-page contracts, while contracts used with larger businesses are 10 pages or longer. Other carriers categorize their customer base in a similar manner to AT&T. In general, however, the larger the carrier, the less flexible it will be with its contracts. Long-distance carriers providing other services, such as data circuits, will lump all of these commitments into a single contract.

Data
The data-network marketplace has been far less competitive than the longdistance marketplace. Consequently, contracts have remained simple and straightforward. Although the services are often higher dollar and are certainly higher tech, data-service contracts remain rather simple.

Wireless
Local, long-distance, and data services are all offered by large national carriers such as WorldCom, AT&T, and SBC Communications. The wireless industry has fewer giants and is comprised of smaller regional companies. Consequently, there is little consistency with wireless contracts. Each carrier has its own contracts, and the terms and conditions of the contract vary greatly from market to market and between individual service providers. The good news is that wireless-service pricing and contracts are simple and straightforward and contain few hidden surprises.

Contract : Termination and penalties

A customer can terminate a telecom contract in one of two ways: without liability or with liability. Most contracts are terminated without liability.

Termination without liability

There are three ways to terminate a contract without liability.

Fulfilling the volume commitment early
At times, customers can switch carriers before their term commitment is up if they have fulfilled their volume commitment. Some customers in this situation have left a token phone line with the old carrier so they can still fulfill the term commitment. A customer who signs a 12-month, $120,000 contract with AT&T may be able to switch to Sprint in the eighth month if it has already paid more than $120,000 to AT&T.

The carrier’s failure
Sometimes carriers fail to provide the contracted services. For example, a business whose dedicated private lines experience repeated down time may be able to cancel a carrier contract, especially if the contract contains a quality assurance clause. Customers who experience repeated billing errors may also be able to get out of a contract. Contracts never specify that the carrier is required to provide an accurate phone bill, but if a customer experiences many months of fouled-up phone bills, the carrier might let the customer out of the contract.

Out with the old
The simplest way to get out of a telecom contract is to replace it with a new contract. Of course, this can only be done with the same carrier and is normally only done toward the end of the existing term. But telecom contracts can be renegotiated at any time as long as the customer has leverage. A customer who is ordering additional services and is therefore increasing his volume is a prime candidate for renegotiating his contract. The following contract excerpt illustrates how an old contract can be replaced by a newer one:

Customers may discontinue their Simply Better Pricing Option Term Plan prior to the expiration of its term without liability if they concurrently replace service under the plan with a newly subscribed AT&T plan that has a specified revenue commitment equal to or greater than the remaining revenue commitment under the plan being discontinued (AT&T Business Service Simply Better Pricing Option Term Plan Agreement).

AT&T is essentially telling the customer, “We’ll give you a new contract, as long as we get more money or time out of you.” If the customer gets better rates, it is a win-win situation. Before renegotiating, the carrier will consider the contract value of the customer. Contract value is a way carriers look at a customer’s current contract and determine the financial value of that customer.

Termination with liability

The AT&T Simply Better Pricing Option Term Plan contract explains how a termination with liability is handled:

Customers who terminate their Simply Better Pricing Option Term Plan prior to the expiration of the selected term period will be billed a termination charge equal to the monthly revenue commitment multiplied by the number of months remaining in the term period (AT&T Business Service Simply Better Pricing Option Term Plan Agreement).

Here, AT&T tells customers they can cancel the contract, but it’s going to cost them. The customer must pay AT&T the remaining amount of the volume commitment, which happens to be the same amount of money AT&T would have earned from this customer anyway. If, however, the volume commitment is expressed in gross dollars, the customer pays more in a shortfall situation, because the shortfall amount is usually not discounted

Contract negotiation

Businesses that do not diligently manage their telecom expenses always pay too much. Telephone companies make a lot of money from customers who do not proactively manage their phone expenses. The customer audits his bills, fine-tunes his telephone accounts, and takes action to reduce his costs. This post will offers proactive cost management strategies for dealing with telecom contracts. Negotiating a new contract is the single most significant way for a business to cut its telecom costs.

The basic elements of a telecom contract and the most common special clauses that may be in a contract, then offers advice on how to negotiate a favorable contract with a telecom carrier. The information applies to all types of telecom contracts, including local service, long-distance, data, and wireless service.

The three phases of procuring telecom services are represented by the following documents:

The proposal;

The contract;

The phone bill.

The carrier first gives a proposal for services. A contract is signed. Then, a month later, the customer receives his first phone bill. To avoid being overcharged, the customer must give careful attention to each of these three phases. Only then can a business stay in control of its expenses. Phone companies are normally not out to deceive their customers, but their complex bureaucratic processes frequently put the customer in an unfavorable position. Telecom contract negotiation has many pitfalls that open up a business to undue financial risk.

Every customer’s situation is unique. Service offerings and contracts vary from carrier to carrier. But some things remain consistent, and this will explain the contracts and tactics most frequently used in today’s marketplace.

Paging billing cycles

Paging customers can choose to pay their bills monthly, quarterly, semiannually, or annually. Carriers offer price breaks to customers on quarterly, semiannual, or annual billing. The longer the billing cycle, the lower the price. With annualized billing, carriers have lower administrative costs, which include the costs of processing, printing, and mailing an invoice. They are willing to pass these savings on to customers because their own internal processes are streamlined. Table 1 shows typical pager pricing for a local digital pager.


Table 1: Typical Pager Pricing for Digital Pagers

Using the pricing shown in Table 1, a business with 10 pagers pays

10 pagers * $10 per month * 12 months = $1,200 per year

If the company converts to annual billing, it will only pay $800 per year. The hassle of receiving a bill and cutting a check each month is also eliminated. A customer can almost always cut its paging costs by shifting to annualized billing. But, if a pager is taken out of service during the year, make sure the pager company issues a prorated refund for the months that the pager will not be in use.

Save with term agreements
Like other telecom services, pager providers offer 12-, 24and 36-month term agreements. The carrier benefits by locking in the customer’s revenue for the entire term, and the customer benefits by receiving a lower monthly rate for each pager. Signing a 12-month term agreement with a paging supplier usually knocks $1 off the monthly cost per unit. A 24-month term agreement gives a $2 discount, and a 36-month agreement gives a $3 discount.

If the negotiated pager cost is already low, such as $5 per unit, a term agreement will probably not create any additional discounts. Paging is a low-margin business, and carriers make sure each transaction remains profitable for them.

A loophole with pager term agreements is that carriers sometimes fail to specify a minimum number of pagers. A business with 100 pagers that becomes dissatisfied with its paging company could theoretically move 99 pagers to another paging company and face no penalty with the original carrier.

Consolidate to one carrier
One of the most basic rules of telecommunications management is consolidation of services to one vendor. The majority of companies I have worked with use multiple paging vendors because they have no centralized control over their telecom services. Newly merged companies still use different vendors, and employees are often allowed to choose their own vendor. One single company site might have up to three or four separate paging providers. It is difficult for accounts payable and the telecom department to keep up.

For example, a leading managed-care corporation has more than 50 nursing homes. The company was aggressively buying and building new nursing homes at the rate of one per month. The new corporate telecom manager noticed the following trends:

- The staff at each nursing home used an average of five pagers.

- The corporation processed more than 100 separate invoices each month.

- Some invoices were for a single pager; others were for as many as 24 pagers.

- Ten different paging vendors were used.

- It took two full days each month just to process the pager bills.

- Although about a third of the pagers were with PageNet, the pagers were billed on a number of different invoices.

- The average cost for digital pagers was $11 per unit.

- Many of the accounts had pager protection, which cost between $1 and $2 per month.

The telecom manager decided to only keep the PageNet pagers and replace the others with PageNet pagers. PageNet assigned an account executive to the account, who immediately consolidated all billing into one bill that would be sent directly to the telecom department at the corporate office. Pager protection was canceled, and the large volume allowed the manager to negotiate a low price of $4 per unit.

In most cases, a national account is not cost effective, because pager companies cannot offer one price and one bill. Each region is run as a separate company and the pager companies can only offer price breaks based on the number of pagers in their own region.