OSS/BSS Integration â The Building Block of the ... - Prepaid MVNO

OSS/BSS Integration – The Building 

Block of the Era of “Big Data” 

How Can OSS/BSS Integration Enable Communication 

Service Providers to be More Competitive 

in a Data-Driven Market? 

This publication has been sponsored by Comarch.

Table of Contents 

Fundamental Challenges Faced by CSPs .......................................................................................................3 

Intensifying Competition...........................................................................................................................4 

Reduced Time-to-Market ..........................................................................................................................4 

Customer Experience Issues......................................................................................................................5 

Meeting the Expectations of an Increasingly Demanding User Base........................................................5 

Network Congestion..................................................................................................................................5 

Dealing with Regulatory Issues .................................................................................................................6 

OSS/BSS Convergence as an Answer to Operator Challenges ......................................................................7 

Faster Time-to-Market ..............................................................................................................................8 

Support for New Business Models ............................................................................................................9 

Improved Flow of Information ..................................................................................................................9 

Regulated Services Management............................................................................................................10 

OSS/BSS Integration – Comarch’s Innovative Approach.............................................................................11 

Pre-integrated OSS and BSS ....................................................................................................................12 

Customer-focused OSS............................................................................................................................12 

Conclusion ...................................................................................................................................................14 

About Comarch ...........................................................................................................................................15 

About Frost & Sullivan.................................................................................................................................15 

© 2010 Frost & Sullivan www.frost.com 2/15

Fundamental Challenges Faced by CSPs 

Frost & Sullivan has witnessed the telecommunications world change significantly over the last ten 

years. The evolution of customer demand, supported by the broadband development, has led to the 

emergence of new services such as internet television, video on demand and voice over IP. 

Customers require more complex, tailored packages with high service quality. As a result, 

communication service providers (CSPs) need to place greater focus on the overall customer 

experience and - given intensifying competition - the speed of bringing new services to market. 

At the end of 2010, Frost & Sullivan conducted a survey of global Tier 1 CSPs. Based on the results of 

this research, Figure 1 illustrates the most significant challenges currently faced by leading service 

providers. 

Figure 1: Key CSP Challenges, 2010 

Dealing with regulatory issues 

7% 

Network congestion 

13% 

Sustaining profitable growth 

Keeping pace with new technology trends 

20% 

20% 

Reducing complexity of the company's strructure 

Reduced time-to-market 

30% 

30% 

Growing customer expectations 

Efficiency improvement 

37% 

40% 

Intensifing competition 

57% 

0% 10% 20% 30% 40% 50% 60% 

Source: Frost & Sullivan, 2010 

In order to keep pace with market evolution, CSPs have been prompted to redefine their strategies. 

The majority have transformed themselves from basic network access providers to service 

aggregators, providing network access as a medium for delivering content and other value-added 

services. 

The implementation of new strategies is a lengthy process, requiring the engagement of a broad 

range of a service provider’s resources as well as a change of mindset and technical improvements: 

CSPs need to ensure comprehensive integration of their operational support systems (OSS) and their 

business support systems (BSS). 


Intensifying Competition 

Alongside growing telecom market maturity, the competitive environment has become fierce. 

Almost 60% of CSPs surveyed by Frost & Sullivan in late 2010 stated growing competition as very 

important challenge. The introduction of new IP-based services that can replace traditional 

communication and media services has altered the competitive landscape. The widespread 

availability of broadband access has enabled the emergence of numerous over-the-top (OTT) 

providers that have started to offer innovative services delivered over CSP-owned infrastructure. As a 

result, such companies have not been competing with CSPs from a network and operational 

perspective, but strictly at the service level. 

In many cases, the services provided by OTT players such as Skype, Google and Facebook are free of 

charge for the end-user. However, they often provide a substitute option, challenging the revenue 

generating potential of CSPs in certain areas. Additionally, some types of OTT services, notably online 

video services, consume significant bandwidth. To underline this point, in 2010 the global data usage 

associated with video consumption reached 4 gigabytes per user per month; Frost & Sullivan expects 

the volume to surge further over the next five years. Noteworthy is the fact that CSPs are responsible 

for maintaining and enhancing the infrastructure that OTT services rely upon for their delivery, but 

receive no direct revenue in return. This situation has provoked much debate across the industry, 

with several leading operators voicing the opinion that OTT providers should pay their fair share of 

network upgrade/operational costs. 

The most important challenge for CSPs is to find appropriate solutions that allow them to compete 

with the OTT providers on an equal footing. Given the specific environments that CSPs and OTT 

players operate in, equalizing the competitive conditions may not be possible. In this case, the 

alternative may be cooperation between the two parties. Thanks to OSS and BSS unification, CSPs 

can provide OTT companies the quality assurance of their applications gaining new sources of 

revenues. 

Reduced Time-to-Market 

Intense competition and rapidly changing customer demand require much more flexibility from CSPs. 

Innovation and rapid response to changing competitor strategies often play a key role in determining 

market success. The need to reduce time-to-market is an important challenge for 30% of the CSPs 

surveyed by Frost & Sullivan, highlighting the need for focus in this regard. 

For many CSPs, time-to-market delays are still significant. The creation of communication services 

and testing procedures often take more than 12 months. Due to network architecture complexity, 

the implementation of new services often requires the deployment an entirely new OSS/BSS stack. 

As a consequence, silos of software, hardware and staff are created, each having its own associated 

operations and maintenance expense burden. 

Product creation cycles of several months are not sustainable. The architecture must allow for 

defining, launching, delivering, and withdrawing products in a matter of hour or days, rather than 

months. The most relevant way to achieve that is to facilitate the communication between product 

catalogs and network inventory, supporting process automation and significantly reducing time-tomarket. 


Customer Experience Issues 

With saturation point reached in many country markets, further customer acquisition opportunities 

are limited, resulting in customer retention becoming a priority for many CSPs. Many service 

providers have been shifting from a network-centric approach to customer-centric one, with the aim 

of improving overall customer satisfaction. Additionally, growing customer expectations are 

becoming a more important issue; indeed, this was highlighted as an important challenge by 37% of 

the CSPs interviewed by Frost & Sullivan. The customer experience does not depend solely on service 

quality. The information exchange with the customer is equally important. Mistakes on invoices, 

wrongly targeted marketing messages or poor contact with call centers can all negatively impact 

customer experience. 

Customers require real-time information related to service availability and the actual status of an 

order. However, due to limited automation of information exchange between CRM, Product Catalog 

and Resource Inventory, many fixed service providers need several days to verify whether they have 

sufficient infrastructure to provision a particular service in the given location. Moreover, real-time 

service activation is, in many cases, barely possible. However, solving this issue is becoming a key 

priority for CSPs. The CSP-focused research conducted by Frost & Sullivan shows that 90% of 

respondents believe real-time activation of customer services is critical. 

Providing the actual status of the order also causes difficulties for CSPs, while losing orders is 

unacceptable. However, once an order passes from customer-oriented systems to network-oriented 

systems, most CSPs find it very difficult to link an order back to the particular customer. Lack of 

sufficient flow of information between OSS and BSS can cause situations where CSPs start billing 

before a service has been activated. The customer experience is also harmed by not providing 

specific information during network failures. 

Meeting the Expectations of an Increasingly Demanding User Base 

The quality of CSP services has gradually transformed from a best efforts basis into guaranteed 

service levels. Increasingly, business customers tend to contractualize their demands in service level 

agreements (SLA) which can be challenging to live up to. Customers want to be protected against 

network failures as these can seriously impact their businesses. In case of temporary service 

unavailability they want to know exactly when they will have the service back. 

SLA Monitoring, as an OSS element, has become an important tool for increasing customer 

satisfaction and reducing losses resulting from SLA complaints. Additionally, integration of SLA 

Monitoring with CRM has given CSPs the opportunity to quickly and easily update changes to a 

customer contract. 

OSS solutions can generate important data about the status of networks. In the event of failure, they 

can perform advanced diagnostics that generate useful information, for example indentifying the 

location of the problem and its cause. However, it is still difficult to map this data to the affected 

customers in order to keep them informed and updated. That is why communication between CRM 

and network resources layers plays an important role in proactive fault management. 

Network Congestion 

The success of mobile broadband, supported by convenient flat-rate pricing models, has had a 

serious impact on network congestion. Many CSPs have limited control over bandwidth 

consumption. Thus, limitations are not placed on users regarding streaming or using other 

bandwidth-heavy applications, which can create bottlenecks at peak times. Moreover, the significant 

growth of data traffic has not been compensated by adequate revenue growth. 


Figure 2 shows the increasing gap between surging data usage and gradually stagnating CSP revenues 

in a data dominated era. 

Figure 2: Data Traffic vs. CSP Network Costs and Revenues 

Volume 

Voice Dominance 

Data Dominance 

Time 

Source: Frost & Sullivan 

In order to maintain a high quality of mobile broadband services, CSPs have invested heavily in 

network upgrades from 2G to 3G and even 4G. This kind of investment is characterized by a very long 

payback period and by uncertainty that the upgraded network will meet the requirements of surging 

data consumption. 

CSPs must look for solutions that allow for proper management of network congestion which help 

them to reduce the gap between the growing investment costs and flat-rate pricing. This is 

particularly important given that CSPs in intense competitive environments are not able to set higher 

prices on mobile broadband services. Additionally, going back to usage-based pricing models it is not 

an adequate solution as it can discourage service usage. 

Frost & Sullivan believes implementing traffic-shaping policies is one of the best alternatives to 

address the gap between traffic and revenue. Certainly, many CSPs have written “fair usage” policies 

into their terms and conditions, but when it comes to actually enforcing the policies, many are 

seriously challenged. Without OSS/BSS integration, CSPs are not able to successfully carry out policybased 

management which allow for more efficient controlling of network resources and better 

management of network congestion. 

Dealing with Regulatory Issues 

Large CSPs are subject to common carriers obligations and carry a huge regulatory burden. One of 

the main goals of telecom market regulators has been to support competition in order to ensure low 

prices for end-users. 

The most common method employed to achieve this goal is imposing an obligation on incumbent 

CSPs to make their infrastructure accessible to rival providers. In terms of fixed service providers, 


enting the last-mile infrastructure from unbundled local loops has become very popular. However, 

CSPs face significant problems with the flow of information between two separate networks, which 

results in delays with regards to service activation and difficulties with service fulfillment. 

OSS/BSS Convergence as an Answer to Operator Challenges 

Historically, CSPs tend to purchase best-of-breed applications for specific functional areas and they 

have a long tradition for in-house software development. In consequence, many proprietary or highly 

customized OSS/BSS systems remain in operation. This strategy was justified when their portfolios 

only contained a few services. However, with multiple new services and growing complexity of the 

CSP architecture, this approach has become untenable. 

Mergers and acquisitions have further complicated the back office of many CSPs. Many providers 

have added new systems to their IT architecture from companies that they had acquired, with only 

limited adjustments made. As a consequence, similar services often rely on very separate IT systems 

within a single organization, unnecessarily complicating service fulfillment and increasing costs. 

Changing market conditions require the breaking down of isolated silos of software designed around 

separate technologies or services into horizontally integrated blocks of operational and business 

support systems that are compatible and able to communicate with each other. Additionally, in order 

to optimize IT costs consolidation of systems used for the same activities for similar services is 

needed. 

Figure 3: OSS/BSS Progression 

Best-of-Bread 

General 

Solutions 

for Multiple 

Providers 

End-to-End 

Solutions 

Common 

Processes 

Point Solutions 

Customized 

Processes 

Customized 

Solutions for 

Single 

Provider 

In-house 

Development 

Customized 

Processes 

Best-of-Platform 

No 

Integration 

After-Market 


Pre- 


Source: Frost & Sullivan 


Horizontally integrated OSS/BSS has become a desired solution among CSPs. It is an answer to CSPs 

need of end-to-end solutions and common processes (see Figure 3). 85% of operators interviewed by 

Frost & Sullivan prefer commercial off-the-shelf solutions (COTS) as opposed to those built in-house 

or requiring significant customization. However, many in this group insist on systems that are preintegrated 

with other COTS solutions and that require no special customization for operation within 

their own architecture. 

The lack of integration of OSS and BSS results in limited possibilities for coordination between the 

service design and the technical requirements of delivering a service. In consequence, the 

implementation of a new service is a long, often manual, process, requiring many operational and 

human resources. All CSP representatives interviewed by Frost & Sullivan admitted that existing 

fulfillment processes involve too many manual tasks and that, in turn, create too many opportunities 

for error. 

The OSS/BSS gap also causes problems with regards to appropriate service fulfillment and fault 

management. The lack of proper communication between network facing and customer facing layers 

gives the CSPs difficulties with providing information about the service availability, tracking orders 

and identifying customers affected by network failures. 

By bridging the gap between OSS and BSS, CSPs can achieve higher process automation, eliminating 

the need to involve large numbers of engineers during implementation and service fulfillment. This 

reduces time-to-market and significantly decreases costs. Facilitated communication between OSS 

and BSS also supports the creation of new business and payment models and considerably improves 

the flow of information. 

Faster Time-to-Market 

One of the ways to accelerate time-to-market of new services is the implementation of a 

component-based product creation environment, supported by ensuring orchestration across 

existing OSS/BSS. Although the transformation from existing independent silos of OSS/BSS to a 

common platform approach is a long and costly process, it offers CSPs greater flexibility to face 

competitive challenges. 

 

Component-based Architecture 

A component-based product creation environment gives CSPs the ability to independently 

model products, connectivity and even changes using pre-defined components, processes, 

rules, and workflows. It alleviates the burden of testing and adapting all elements. In this way, 

products are consistently defined and delivered across the business, regardless of the 

underlying systems. 

 

Process Automation 

The pre-integrated components are made up of both OSS and BSS elements. This means that 

services designed in the product catalog are automatically mapped onto the network 

resources. Usage of horizontally integrated OSS/BSS components supports process 

automation, simultaneously reducing costs and the time needed for integration. 


Support for New Business Models 

OSS/BSS integration allows for creating models that address challenges related to network 

congestion and lack of sufficient return on investment from network capital expenditures. 

 

Collaboration Models 

In order to compete with OTT providers, CSPs must redefine their role in the IP-based services 

value chain. OSS/BSS convergence supports the transformation from simple ‘dumb pipes’ to 

complex application enablement, connectivity and quality of service (QoS) providers. The QoS 

component, as a BSS element in a product catalog, can be bundled with various applications 

and sold to developers, partners or OTT players as a single integrated solution. Thanks to 

BSS/OSS integration, the QoS component is also an OSS component, focused on shaping traffic 

according to QoS definitions and thus enabling to enforce the contract between the 

collaborating parties from a network perspective. 

 

Payment Models 

The majority of traffic within mobile networks is generated by a relatively small proportion of 

users with heavy video-on-demand, gaming or streaming usage. These ‘heavy users’, who pay 

the same price for mobile broadband, are responsible for network congestion and reducing 

the quality of services for all users. One way to deal with this issue is to split users into ‘heavy’ 

and ‘basic’ users and introduce tiered pricing plans. By integrating OSS and BSS, CSPs would be 

able to assign defined QoS for various applications based on the type of user and their network 

requirements. Traffic can be shaped bringing the appropriate level of QoS according to the 

end-user’s tariff plan. 

Improved Flow of Information 

Appropriate communication between customer- and network-facing layers has a significant impact 

on customer experience improvement. It not only facilitates the provision of real-time information 

relating to service availability and order status but also enables proactive fault management. 

 

Enhanced Customer Relations 

Integrated OSS/BSS gives CSPs a holistic view of a customer across the whole architecture. 

Thus, it allows for correlation and tracking of individual services throughout the lifecycle. In 

consequence, CSPs are able to avoid losing or providing incomplete orders. Moreover, 

whenever needed, the customer is able to receive necessary information of the order status or 

issues with service fulfillment. 

Real-time cost/price calculation is also facilitated by convergent OSS/BSS. The query of the 

network resources needed in a particular location is automatically sent to OSS and based on 

that information; the price of a service is calculated. 

Integrated OSS/BSS also plays an important role in providing sufficient quality of service. OSS 

that carries the information of the status of the network can translate and automatically sent 

reports to CRM systems where the network capacity should be increased to improve quality. 


Proactive Fault Management 

Unified OSS and BSS also supports Service Assurance and Service Quality Management. OSS 

automatically sends information regarding a network failure, pointing out the locations of 

radio base stations or particular DSL faults. Subsequently, information is translated into 

specific addresses of the customers and is passed onto the CRM systems. Thus, CSP call 

centers automatically receive the information including an overview of what the problem is 

and when a fix is expected. Additionally, OSS measures network resource KPIs and 

automatically sends notifications to the appropriate units within the organization so that the 

KPIs can be improved and network failures minimized. 

Regulated Services Management 

The implementation of integrated OSS/BSS can also positively influence the management of 

telecommunications services accessed through the last-mile infrastructure of other parties. In these 

types of services, the network belonging to the third party is treated as an additional OSS element. 

The order is logged on the service provider’s CRM system and is then automatically sent to the OSS. 

This then generates the query to the network operator requesting access to its infrastructure. 

Although receiving real-time information depends on the third-party architecture, convergent 

OSS/BSS contributes to process facilitation. 


OSS/BSS Integration – Comarch’s Innovative Approach 

Comarch’s solution is a good example of how the gap between OSS and BSS can be overcome. For 

almost 20 years, Comarch has developed, in-house, a large portfolio of OSS and BSS modules which 

gives the company a comprehensive view of both network and service layers. All solutions have been 

created with a common technological approach, enabling compatibility and reduction of integration 

requirements. 

With a view to the complexity of CSP architecture, the company ensures flexibility and adaptability of 

the systems to existing service provider environments. Comarch uses SID standards defined by the 

TMForum, additionally adjusted to telecom environment. This approach enables the reduction of 

costs and risk connected with new component implementation and maintenance, and also facilitates 

integration with a CSP’s architecture. 

Comarch’s OSS and BSS solutions are connected via the Comarch Enterprise Service Bus (ESB) layer – 

therefore, they are consistent and communication is simplified. Comarch ESB also serves as a central 

communication bus between Comarch’s solutions and third party systems. 

Figure 4: Comarch OSS/BSS Integration Between Central Product Management and Service Catalog 

Source: Comarch 


The Comarch vision of integrated OSS/BSS is realized foremost by providing the following solutions: 

Pre-integrated OSS and BSS 

Comarch’s strategy is to offer both individual modules and pre-integrated solutions, providing CSPs 

with a choice between following either a best-of-breed or best-of-platform strategy. Even when a 

CSP decides to buy individual modules, Comarch can offer professional services to create an 

integrated solution. Having pre-integrated solutions in its offer, the company guarantees that the 

individual modules are designed and developed to work smoothly in a pre-integrated solution. Frost 

& Sullivan believes that Comarch’s core competence is both providing individual modules and 

demonstrating how to glue individual BSS/OSS components (including integration with third party 

ones) together to bring maximum added value to CSPs’ businesses. 

Comarch’s pre-integrated OSS/BSS components provide CSPs with complex customer, product, and 

order lifecycle management solutions to rapidly introduce new offerings and improve the customer 

experience. The company provides an integrated set of off-the-shelf OSS/BSS modules to enable 

automated business flows when adding functionalities to the network. The integration between the 

business services configured within the Comarch Central Product Catalog (BSS) and the underlying 

network services and resources defined in the Comarch Network Inventory and Comarch Service 

Inventory (OSS) is performed at the Customer Facing Services layer. Thus, Customer Facing Services 

are a common component of both Comarch BSS and OSS, enabling them to communicate 

effectively and granting CSPs a tool to successfully bridge the gap between the two domains (see 

Figure 4). 

Direct integration of the Comarch Central Product Catalog and the Comarch Service Catalog 

facilitates efficient new service creation. When a new resource is added to the Comarch Service 

Inventory, it is automatically identified by the Comarch Central Product Catalog (CPC) via the 

Customer Facing Service layer. Using the Comarch CPC, billing or marketing departments are then 

able to design products and offers based on this Customer Facing Service and its capabilities. 

Comarch’s solution meets the requirement of component-based architecture, providing product 

managers with readymade puzzles composed of BSS elements and resources needed to provide the 

service. The pre-integrated nature of the components eliminates the need to test new components. 

Moreover, thanks to a modular and open architecture, it is easy to further develop a CSP’s overall 

environment to overcome competitive challenges. 

Customer-focused OSS 

Frost & Sullivan believes that Comarch’s concept of customer-focused OSS aligns well with the 

increasingly customer-centric orientation of CSPs. The solution primarily aims to enhance customer 

value and improve customer experience. 

By shifting the Resource Facing Services layer to the Customer Facing Services layer, all data collected 

by systems responsible for Service Fulfillment, Performance Management and Fault Management 

(OSS) is automatically translated into the BSS language so it can be read by billing, CRM and other 

BSS components. By assuring this communication, CSP customers can receive real-time information 

related to service availability and network failures. They can also benefit from real-time service 

activation and proactive fault management. 


Comarch’s OSS portfolio consists of many components shaped by the idea of customer-focused OSS: 

 

Service Fulfillment 

Comarch’s Service Fulfillment solution is deeply integrated within the OSS space and has a 

common element with BSS. Thus, it allows CSPs to automate workflow, reduce errors, and 

decrease the time needed for service activation. The solution plays an especially important 

role when highly customizable bundles of convergent services need to be activated. 

With the involvement of Comarch’s Policy Management, Policy Control and Policy 

Enforcement modules (BSS), Comarch Service Fulfillment (OSS) can support network 

congestion management by shaping the traffic. 

 

Performance Management 

Comarch Performance Management is a solution enabling complex network quality 

management. Due to shifting Performance Management to Service Quality Management 

system, technical performance metrics are automatically translated into customer serviceoriented 

KQIs. Thanks to OSS/BSS integration the information is transferred in real-time to 

BSS. Thus, CSPs can quickly react on KPIs that have deteriorated and pro-actively prevent 

network failures. 

 

Fault Management 

Comarch Fault Management allows CSPs to effectively control the occurrence of problems and 

faults in the entire telecommunications network. Fault Management has been shifted to 

Service Assurance systems which enable to measure the impact of network outages on 

customer services. This solution allows for immediate communication between the Resource 

Facing Services and BSS. Therefore, CSPs can take an action to inform customers about 

upcoming breakdowns. 

 

Customer Experience Management 

Comarch Customer Experience Management is a product which provides an insight into end 

user perceptions of services offered. Thus, it allows CSPs to manage telecommunications 

networks and services in a way that enhances customer satisfaction. Integration of Customer 

Experience Management (OSS) with the CRM system allows verifying the computed image of 

customer satisfaction with the actual customer opinion of the service quality, which can be 

used in performing analytics needed to properly segment customers. 

 

SLA Monitoring 

Comarch SLA Monitoring allows operators to define and monitor services and related SLAs in a 

way that will increases customer satisfaction and minimizes losses resulting from lack of SLA 

compliance. Comarch SLA Monitoring can be integrated with CRM or sales support solutions, 

allowing operators to quickly and easily update changes to a customer contract. 


Conclusion 

We have shown that communication service providers world-wide are faced with a number of 

formidable challenges which have emerged as a result of increased competition and increasing 

demands from both professional and residential customers. 

We have also shown that the drivers behind these challenges have been consistently strong, meaning 

that the CSP challenges will continue to mount. Many CSPs are already struggling, and their situation 

is likely to get worse. 

Most CSPs have already gone through tough transformation programs, streamlining their 

organizations and reducing both operational and capital expenditure. There is no arguing that cost 

control does not continue to be important, but the truth is that most CSPs are not able to meet the 

challenges of the future by cutting cuts. Instead, they need to carefully manage (and increase) 

revenue, and this is why the integration between the Business Support Systems and the Operational 

Support Systems becomes so important. 

Creating a consistent link between BSS and OSS decreases the time needed to bring new services to 

market. It also supports service assurance and fault management. Convergent BSS and OSS plays an 

important role in facilitating information flows and in enhancing the customer experience. Finally, 

convergent OSS and BSS supports the creation of new business models that can maximize revenues 

and guarantee the service levels the high-end subscribers who decide to pay a premium (e.g. to not 

suffer due to network congestion). 

In other words, we have shown that bridging the gap between BSS and OSS will enable CSPs to 

successfully deal with a large share of the challenges we have identified. 

Frost & Sullivan recommends partnering with an OSS/BSS vendor with many years of experience of 

designing and implementing integrated OSS/BSS solutions. We also believe that vendors with a 

coherent portfolio of pre-integrated OSS and BSS elements are best placed to deliver tangible 

benefits to customers. Comarch is one such vendor. 

Frost & Sullivan has analysed Comarch’s OSS and BSS offering, and we are satisfied that it is one of 

the most complete and versatile solutions on the market today which will provide value for money 

for most CSPs and help them meet their challenges. 

In Frost & Sullivan’s opinion, Comarch’s strategy to develop all elements of its solution in house does 

give it a competitive advantage, because it retains the in-house capabilities to provide complete, 

customized solutions without relying on third-party integration. 

CSPs looking to select an OSS/BSS vendor should consider the long-term implications of their choices. 

Frost & Sullivan recommends working with specialized vendors that are committed to long-term 

relationships and support and have broad understanding of their customers’ business. 

As a mid-sized vendor, Comarch is big enough to be competent and innovative and small enough to 

react quickly to market changes and customer update requirements. 


About Comarch 

Comarch is a global supplier of industry standard compliant IT products and services for the 

telecommunication industry. One of the company’s fundamental distinguishing features is its focus 

on the flexibility and configurability of its solutions, which are developed in-house and customized to 

suit the specific needs of its customers. Comarch solutions are business driven, and they are evolving 

based on customer demand. Since 1993, Comarch has accumulated a lot of experience and 

knowledge in the fields of designing, implementing, and integrating IT solutions. The company serves 

customers from four continents, and this client base includes some of the market’s largest players - 

such as Telekom Deutschland (former T-Mobile Germany), T-Mobile Austria, E-Plus Germany, 

Vodafone Germany, Telefónica O2 Germany and Auchan Telecom France (MVNO). Comarch’s unique 

solutions allow operators to provide the highest quality of service to their customers, ensuring their 

satisfaction and continued patronage. The loyalty of Comarch’s customers has always been the 

strongest confirmation of the quality of its solutions in the areas of billing and inter-partner 

settlements, as well as the management of telecommunications networks and services. Comarch’s 

offer for the telecom industry is mainly aimed at fixed and broadband operators, mobile operators, 

cable operators, wholesale departments, MVNO/MVNE operators, ISPs and VoIP operators and 

satellite service providers. 

More information is available at: telecoms.comarch.com. 

About Frost & Sullivan 

Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve 

best-in-class positions in growth, innovation and leadership. The company's Growth Partnership 

Service provides the CEO and the CEO's Growth Team with disciplined research and best-practice 

models to drive the generation, evaluation, and implementation of powerful growth strategies. Frost 

& Sullivan leverages 50 years of experience in partnering with Global 1000 companies, emerging 

businesses and the investment community from more than 40 offices on six continents. To join our 

Growth Partnership, please visit http://www.frost.com.

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