Innovating a sustainable future for People and Planet
Countries and Regions
In 1870, the Ministry of Communications launched a telegraph service between Tokyo City and Yokohama City.
On July 31, 1952, the Nippon Telegraph and Telephone Public Corporation Act was enacted. Based on this Act, Nippon Telegraph and Telephone Public Corporation, which would later become the core company of NTT, was set up on August 1, 1952 to promote widespread use of telephone services in Japan as a state-owned special corporation.
Telephone and communications services were expanded throughout Japan during the country's period of rapid economic growth and, in 1985, Nippon Telegraph and Telephone Public Corporation was privatized. To streamline its structure and expand its business domains, NTT founded a subsidiary for each line of business and established NTT.
NTT Group is a leading company in the telecommunications business.
They operate in a wide range of domestic and overseas markets by utilizing the customer base and expertise in communication networks and ICT that we have cultivated over our history.
NTT raised the current problems
A platform that granted NTT access to automated tools for fostering connections with their MSFT Partner in strategic domains.
As a result, the MSFT Channel team was enabled to manage a higher level of output for MSFT, across multiple countries.
Results achieved with Tentpole Data Sciences Solution
With substantial growth and various staff and process adjustments, the business had to onboard and train new personnel, while also boosting investments in their MSFT Channel team.
MSFT Partner Data is distributed across multiple organizations, making it difficult to get. Once acquired, data flows are difficult to maintain and ecosystem data is not perfectly visible, nor perfectly shared.
Master data is difficult to manage across internal, external and market pipelines.
The Technical Solution
Their team increased thier output and reduced the required amount of overhead to perform the channel management function.
Operational efficiency of almost 3500 labour hours on average, per annum per global region (5 regions).
Increased MDF, Rebate and investment funding on average of $80k per quarter per partner or $1,9m on their contract.
Operational alignment of the Partner alliance teams encouraging strategic planning.
Supplier rationalisation improved by 35% (over 6 months).