 Stjepan Udovičić, GM Pricing, CRM and Customer Insights Leading retail Pricing and

CRM teams with AXIS:

Marketing professional experienced in telecommunications environment with developed and

growing interests in broad area of technology marketing and concrete background in customer
analytics extending through districts of customer usage behaviors, demand based pricing, retail
pricing strategies and accompanying promotion activities. Very enthusiastic about (mobile)
technology and ways it can improve human life as well as drive personal development and
growth. Striving to develop as individual through knowledge, networking and new business
development.

Energetic and hands-on. Delivering value by means of analytical and creative problem solving.
To the point, honest and direct in communication. Catering to the needs of business having in
mind the importance of speed, attention to detail and quality of deliverables.

 Charlie Fong, Commercial Project Manager

was Country Commercial Director -Interim at HiTS Telecom, Equatorial Guinea - 3

months ago

 Ronny Marudut, Head of Customer Service (General Manager)

 William Winardi, Product Management
 Stjepan Udovičić, GM Pricing, CRM and Customer Insights
 nila kuntari, Brand & Communication Senior Executive
 Johan Buse, Chief Marketing Officer

 Ronny Marudut, Head of Customer Service (General Manager)

 William Winardi, Product Management

 Stjepan Udovičić, GM Pricing, CRM and Customer Insights

 `, Brand & Communication Senior Executive

 Johan Buse, Chief Marketing Officer

Tan Hoon San’s

A data warehouse is a set of databases created to provide information to managers and decision
makers through an integrated software and hardware environment that is optimized for retrieval
rather than for update integrity and transaction throughput
Effective business decision-making depends on good quality data, and poor data quality can be
costly and sometimes disastrous (Wang and Strong 1996). A key factor in the success of data
warehousing is the quality of the data provided (Kimball 1996, Wang 1998). Organisations
therefore need to understand data quality, and establish procedures to assure the quality of data in
data warehouses.

Requirements:

· Degree in Computer Science or IT or Electronic/computer engineering with at least 6-7 years

experience in database management.

· Basic programming skills (VB, Perl, SQL, SAS) & Database (Oracle, MS SQL).

· Familiarity in Data Mining tools (E-miner, Cognos, Clementine etc) and Reporting and analysis
tools (Crystal, Business Object) will be helpful.

· Knowledge in Campaign management or related telco products, Business and marketing.

· Strong appreciation of Business Processes & Project management.

· Mastery Microsoft Office (Access, Excel etc)

· Have excellent analytical and conceptual thinking with strong leadership, communication and
presentation skills.

• Business Intelligence Architect

• Metadata Management - developing an overall data dictionary that would standardize all
interdepartmental terminologies and its capture
• ETL Programming and performance tuning
• Data mining and modeling project to identify customer segments and cluster for cross sell and
up sell
• Churn predictive modeling for churn prevention and retention
• Provide user requirements on new product and promotion rollout on reporting and analysis
• Produce regular and Ad-hoc reports for management and user for tracking and analysis
• Process improvement and automation
• Project management for CRM initiated projects
Sequential interdependence http://docs.google.com/viewer?a=v&q=cache:wEe0g-
rtezIJ:www.unf.edu/~gbaker/Man6204/itee4.PDF+sequential+interdependence+manager&hl=en
&gl=my&sig=AHIEtbRh-7c6Lk4Rh0aUztwSP4MNHeae0g

Chapter 9 covers Intergroup Behavior, Negotiation, and Team Building. One section is

titled Why Intergroup Conflict Occurs and in this section the author discusses work

interdependence. Work interdependence occurs when 2 or more groups in an organization

depend on another to complete their tasks. One type of this is called sequential interdependence.

In sequential interdependence, one group must complete their task before another group can

begin or complete their tasks, therefore in a sequential fashion. This type of interdependence can

cause a great deal of conflict between the groups. In order to avoid conflict between the groups,

management must plan effectively. Each groups activities must coordinate and this is achieved

through complex procedures that clearly and tightly specify the roles and responsibilities of each

unit member. Conflict also occurred due to the lack of managing the sequential interdependence.

As I mentioned above, in order to achieve coordination, management must plan effectively and a
have a set of procedures that define

everyone’s job responsibilities.

Also a set of clear

procedures were developed and each department now knows the other’s department’s
responsibilities.
http://business.glossika.com/business-strategy-short-term-objectives/

http://www.linkedin.com/companies/natrindo-telepon-seluler

http://www.axisworld.co.id/?m=employees

http://docs.google.com/viewer?a=v&q=cache%3AxgD-uU7ANBQJ%3Aciteseerx.ist.psu.edu
%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.4.5375%26rep%3Drep1%26type
%3Dpdf+important+stakeholders+for+data+warehouse+manager&hl=en&gl=my&sig=AHIEtb
QJkA540sUg4Q6AbH7guYeNLFfjew&pli=1

http://id.linkedin.com/in/abdullahmoechsin
a customer insight guy interacts with marketing (pricing team, CRM team, CLM team, MKT
strategy team, Product development team, product management team, customer services, and
sometimes external MKT research

a customer insight also needs to interact with the DWH owner (also me) to identfy which data is
available and which data needs more mining

a customer insight manager's job is to provide - insight. more deeper understanding of your
customers

for example, in my company (telco), i provide them with "insight" on who our most valuable
customers are, customer segemntation, which customers are more likley to churn given certain
consditions

also, i answer the "why". The dwh guy provides the reports (daily trends, revenue, etc etc), but
my job is to answer WHY something is happening and WHY it isnt

usually if things go bad (dropping revenues) i have to give an answer WHY it is so.

it involves lots of data mining and lots of statistical stuff (which im bad in)

also, customer insight guys tells you how good or bad program X is, whether program X needs
to continue, or switch to porgram Y

they track MANY program...too many

no...marketing programs and campaigns

for example, revenue is going down, MKT team decide to start campaign X it targets a segment
of subscribers (they get this from customer insight guy too) and give certain promotions to this
segemnt hoping revenue will start increasing. now i as a customer insight guy has to track
program/campaign x

imagine...20+ programs at the same time running

then you track...segment of subscribers targeted for campaign X - what was their behaviour
before and after running of campaign X...is it feasible to keep this campaign..etc etc

im good in data mining, but not so good in statistics..

is that enough or need more?

its a good thing to get into, its interesting (analysis of customer behavior)..
i report directly to the head of Pricing, CLM, and Customer Insight group

he reports to the CMO

the main problem that occurs is with data - data quality and availability

CMO = Chief marketing officer; CLM = Campaign Level Management

so...the DWH has to 1. have all data needed for further analysis, and 2. good data quality (in that
order)

data quality is important, but i dont need it to be 100% because thats not my job (thats maybe
finance or revenue assurance)

my job is to show trends, behaviours, analysis

in short, "insight"