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Cable MSO Update: RiskView® Cost-Savings Case Study

Cable MSO Update: RiskView® Cost-Savings Case Study. Outage Risk Analytics. Robert Cruickshank CEO & CTO robert.cruickshank@rev2.com (703) 568-8379. RiskView Cost Savings. Correlation and Risk Concentration Analysis™ enables RV to find issues that are otherwise hidden.

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Cable MSO Update: RiskView® Cost-Savings Case Study

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  1. Cable MSO Update: RiskView® Cost-Savings Case Study Outage Risk Analytics Robert Cruickshank CEO & CTO robert.cruickshank@rev2.com (703) 568-8379

  2. RiskView Cost Savings • Correlation and Risk Concentration Analysis™ enables RV to find issues that are otherwise hidden. • Characteristics of a hidden issue include: • Small and intermittent • Below real-time thresholds • Not detected right away • Add up in cost over time • Get worse and become larger • Some issues - even after fixes - remain problematic & costly • Key Outcomes: • Cost-savings analysis reveals “death by a thousand paper cuts” • Proactively identifying issues saves money on calls and maintenance • The longer an issue persists, the more voluntary disconnects result • A key attribute of RV is its ability to identify incidents that lead to voluntary disconnects Hidden issues often last for days, resulting in a snowballing effect of voluntary disconnects. Confidential 2

  3. RiskView Architecture Confidential 3

  4. RiskView® 90-Day Cost-Savings Case Study

  5. MSO Case Study Parameters of Blind Comparison Study by Maintenance Department • 1,000,000 subs in Region | 35,000 HFC miles | 180 technicians | 15 supervisors | 4 managers | 1 director • 7,500 nodes in 3,000 DOCSIS Serving Groups (combinations of nodes) Hypothesis • [operating cost without Automation – operating cost with Automation] = Quantifiable Savings Study Groups • Control Group = Business as Usual (BAU) • Test Group =RiskView (RV) Outage Risk Analytics Goals • Minimize downtime of the “operating assets”  To enhance customer satisfactionwhile lowering care and support costs • Monitor maintenance activity for its effectiveness  Earlier detection helps in solving chronic problems thereby reducing disconnects Departments Impacted by Control Group Discovered Issues • Service Department focuses on Non-Area Issues • Maintenance Department focuses on Area issues Confidential 5

  6. Systematically Correlate Multiple Inputs Over Time • Call Center • Connectivity Calls & Repeats • Field Service e.g., ARRIS WorkAssure • TC = Service Calls & Repeats • EC = Refer to Maintenance • DI = Voluntary Disconnects • Biz/Residential, 1/2/3 Services • Maintenance Activity • Planned, Demand • Telemetry e.g., ARRIS SAA • Hourly Degraded CMs • US/DS Errors/SNR/Power/Util • On/Offline, Node Combining Confidential 6

  7. Transaction Analytics • Problem Period: Any event which had a Reputational Cost of more than 15 transactions on a given day and stayed above 10 transactions for two days. • Reputational Cost: A dimensionless number that quantifies the potential effects on the reputation of the MSO among customers owing to the persistent problems in the network. It is represented by the following formula: Call + 2*TC + RepTC + 3*EC + 2*DI + CHG + TRB + Fluctuating Levels + DnErr + UpErr • 90-day Summary: • Total problem periods identified by RV: 4,208 • 38% of these problem periods had BAU activity • RV identified 6% of problem periods before BAU did Confidential 7

  8. Problem Period Example with Savings Model assumption: Early detection by RiskView saves 50% of the eventual cost. Confidential 8

  9. A Serving Group with 8 Problem Periods Problem period Finding: Reputational cost of 15 is a reliable early warning indicator. Confidential 9

  10. Accumulation of Problem Periods – 90 days Total Problem Periods: 4,108 15% of Problem Periods last 4 days or longer. Confidential 10

  11. Disconnects – 90 Days Total Disconnects: 68,834 Total Problem Periods: 4,208 • The average number of voluntary disconnects steadily rise with the rise in the duration of problem period. • With early detection, an operator can save onvoluntary disconnects by fixing the problems in time. Confidential 11

  12. Transactional Savings Impact on P&L (Proforma) • Maintenance Department: Additional Work 16K Preventative Maintenance Actions Created -4K Saved EC Tasks/year = 12K Net New Preventative Maintenance Actions/year $1.2M Cost due to additional Tasks @ $100 each • Service Department: Reduce Contractor Head Count • Approx. 50% of Installs performed by Contractors @ $60.00 • As TCs are reduced, Staff do “would be contracted” installs $900K Saved 15K TCs/year @ $60 $360K Saved 6K Disconnects/year @ $60 • Call Center: Reduce Capacity with normal attrition $320K Saved 40K Calls/year @ $8 • Savings: $380K net per year for 1m subscribers

  13. Thank you!

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