One side effect of the turning from the large-scale to small-scale solutions is a general minimization of capital requirements (increase in efficiency) on the one hand and an effect for customers on the other: the measures impact only the direct target group as a part of the clientele and no longer everyone, including the part of the clientele which is not supposed to be affected (throttling, for example). Every customer is treated according to his/her pulse and not that of someone else. Feel the customers’ pulse!

Extended capacity management (ECMS)

Classic capacity management, historically originating in strictly voice usage, is by and large an implementation-oriented activity. Requirements derived from traffic forecasts from the marketing department, strategic requirements, or supraordinate quality postulates are quantified, planned, and realized as capital requirements.

This implementation orientation is also reflected in the relationship of the information flow. As a rule, findings and information from capacity management flow back in the direction of marketing, the strategy department, or management on a case-by-case basis only, if at all.

The elimination of this underdeveloped one-sidedness, the active structuring of the company’s own information flow from the real network into the relevant company processes, the securing of the correctness (representativity), meaningfulness, and effectiveness of this information are core building blocks of an ECMS. It ensures that the customers’ pulse is detected correctly and at all times. It can move a company back into closer proximity to customers, but also bring the clientele in its entirety closer to the company. The congruence of customer need and the company’s product portfolio can be achieved once again. Feel the customers’ pulse! Please!