An AOMTP report details how an organization can convert its telecom expense management (TEM) program into a profit center focused on improved executive visibility, centralized expense management and reduction in process inefficiences.

 

The report, “Migrating Telecom Expense Management from a Cost Center to a Profit Center,” is sponsored by MBG (News - Alert) Expense Management, a telecom expense management provider for Global 2000 companies.

 

“This research demonstrates the impact a TEM program can have on bottom line performance if an organization is adhering to TEM best practices and can convert the majority of its invoices into an electronic format,” says Michael Greenspan, chief executive officer of MBG. “To further promote TEM as a profit center, MBG works with clients on business justification activities, including a proven return on investment (ROI) model that helps the TEM team make its case as a profit center on an ongoing basis to enhance executive support.”

AOTMP, headquartered in Indianapolis, Ind., is an authority on telecom environment management. AOTMP drives efficiency in enterprise telecom and IT environments through standards and best practices, certification programs, industry research and intelligence, benchmarking data, performance metrics and advisory services.

 

MBG provides outsourced and on-demand telecom and IT expense management solutions to organizations seeking to enhance control over their telecom and IT costs. Its solutions are focused on giving organizations the ability to manage, monitor, and order all of their telecommunications and IT services through a secure, centralized hub.

 

MBG's core solutions include provisioning, inventory, invoice processing, and IT chargeback, along with extensive professional services that include audit, consulting, and contract negotiations for both landline and wireless communications services.

 

A key finding in the research is that organizations that use electronic data are more likely to be viewed as a profit center inside the company and are more closely aligned with the finance department.

 

“A critical part of establishing TEM as a profit center is to run the program as a business,” says Joe Basili, vice president of research for AOTMP. “This is why it is important to secure executive stewardship for TEM and to track the value contribution with a profit and loss statement for program resources, report on the results in a format that different functional groups can utilize, and establish value for the program that goes beyond securing refunds.”