Essential Utilities Corporation (EUC) was founded in 1996. Now, with offices in NSW, Victoria, Queensland and New Zealand, EUC is acknowledged as the leading Australasian Telecommunications Tender and Benchmarking organization. We are a customer-orientated, innovative thought leader in our sector.
EUC is passionately independent and constantly ensures we avoid any potential conflicts of interest by not making recommendations as well as encouraging the interrogation of our competitive analysis, not only by the customer but also by the provider, whose billing, contract or offer we are reviewing. Our unique market insights will provide valuable inputs into the development of your ICT procurement strategy.
We are acutely aware that our clients’ primary objective is to increase the value they receive from their telecommunications contracts, which is, in line with our competitive analysis strategy, why we update our clients as soon as the range of likely outcomes is determined. This enables our clients to decide to continue, halt or modify the project.
This flexible engagement model has never been as important to our clients as it is today with the major disruptions of NBN, SDWAN, 5G and Adaptive Networks, which make “doing nothing” NOT an option.
EUC’s Database is our point of difference, and we use it to deliver leading value-adding services to our customers. The Database contains the usage, infrastructure, billing, managed services and contractual details of over 780 Australasian enterprise and government clients from the almost 4,000 projects conducted by EUC. The data is refreshed constantly, so as to provide the most competitive analysis on the market.
The projects that we assist our customers with include;
- Telecom Tenders
- Review of Telecommunications Billing Systems
- Telecommunications Auditing
- Competitive Analysis of Offers
- Development of ICT Procurement Strategy
- Telecom Benchmarking
This granular detail that we maintain in our database provides EUC with unique insights into the current and emerging market trends re Price, Technology, Solutions and Contractual Terms and Conditions received by our clients. This allows us to not only substantiate, but also validate and deliver the opportunities and the best possible outcomes identified from our benchmarking, ICT procurement strategy and competitive analysis of offers.
TO TENDER or NOT TO TENDER
Another key EUC service is the Virtual Tender Response, or VTR. EUC developed this piece of innovation during the Global Financial Crisis (GFC), and have further worked on it in the years since, with particular care placed into modernizing it in response to COVID-19. EUC’s clients wanted a “tender outcome” without the expense or need to dedicate over-stretched internal resources to conduct an RFP, and the VTR aims to address this critical need, while also maintaining best practices around social distancing and person-to-person contact. When developing a company’s ICT procurement strategy, the virtual tender is always a key input.
EUC has developed and refined the process to extrapolate market trends, factoring in the increasingly more competitive market, driven by the nbn™ and technologies such as SDWAN and 5G and Telstra’s new Adaptive Network offering with no lock-in contracts.
The VTR also enables the client to overlay preferred options regarding solutions, technology and specifications to construct and quantify a business case to meet the future requirements of their business, ideal for ICT procurement strategy.
No one can match this level of insight
TOTAL VALUE INDEX – TVI
GOOD VALUE is only achieved via a GOOD RELATIONSHIP
The TVi was developed in 1999 by EUC in direct response to our clients’ frustration with the quality of the relationship with their telecommunications provider.
Another of our key services, the Total Value Index, or TVi, was developed in 1999. This EUC innovation was developed in direct response to our clients’ frustration with the quality of the relationship with their telecommunications provider, which we now offer as part of an ICT procurement strategy.
The challenge identified by EUC was that across our client base the perception of the value of the relationship varied dramatically even where the provider’s account team was the same, which is where our competitive analysis is useful.
To improve the relationship, it is essential that the “key stakeholders” (i.e. those that rely heavily on what the provider delivers, in “doing their job”) are clearly identified and that their priorities and problems are communicated, documented and prioritized, to enable the engagement model with the provider to evolve accordingly.
A key element in the relationship is the construction of the VALUE LEDGER.
This identifies what a provider delivers that is NOT detailed in the contract or doesn’t appear in the billing. This level of investment is often considerable but is often perceived by the customer as being of “little value”. By identifying and quantifying this, it is possible for the investment by the provider to be redeployed in areas and ways that the customer determines is of REAL VALUE.
Brought together, the services and value-adds that EUC offers to customers have established us as a leader in the market, and delivered us a reputation for client-first best practices that has allowed us to establish and maintain long-term relationships with our clients. Our goal, as a business is to both add meaningful value and reduce challenges for our customers, and each of our innovations is geared towards delivering that result. “The best investment your team can make. Takes only 30-minutes online.”
No one can match this level of insight