Customer data driven marketing for digital services

1. Customer data driven
marketing for digital services

2. Contents
1. Executive summary 3
• Catalyst
• Executive overview
• Key messages
2. Market context 5
• The importance of digital services
• The data dilemma
3. Ensuring higher adoption rates 7
• Turning user data in to customer data
• Directing the search and discovery
4. Enhance revenue streams through targeted marketing
and personalized services
• Ensure you have a value proposition to convey
• Precision marketing to boost usage with soft targets
• Customer data underpins service personalization
9
5. Exploit upsell opportunities
12
6. Managing churn 13
• Getting the basics right
7. Give greater management and control to customers 14
8. Right-sizing the operators’ commercial response 14
• Dimension data packs to support offers to customers
9. Appendix 15
• About Mahindra Comviva
• Ovum Consulting
• Disclaimer
© Ovum. Unauthorized reproduction prohibited. 2

3. Executive summary
Catalyst
Using customer data to better target marketing
campaigns is recommended practice. As digital
services gain in prominence, the ability to access
and action specific insights on customers
becomes even more important. Using more
detailed information to personalize those services
and marketing offers is the surest way that
operators can maintain and efficient operation,
delight customers and generate the kind of value
that will positively impact their top line growth.
Executive overview
Frequent outbound marketing campaigns have
become part of daily life for operators and their
customers. However blanket promotions,
extending the same deal to the entire subscriber
base, can backfire. They are costly to deliver, may
cannibalize existing revenues, and return a poor
response rate, and messages that are consid-ered
as irrelevant spam by the recipient are
more likely to annoy than delight them.
To reverse these factors - to make outbound
marketing cost effective, enhance revenues and
return a high response rate – operators need to
be able to segment customer data and use
analytics to extract insights that allow them to
match their customers with personalized
promotions and value-added services at the right
time. In addition, operators want to be able to use
that access to customer data and the insights
they derive, to cross-sell further offers, as well as
offer that insight to interested third parties.
Operators therefore need customer data
analytics tools to make this happen, and this
paper will look at how operators in mature and
emerging markets can use customer data to
increase their services revenues through better
management of the customer journey, and by
targeting their marketing activities across
multiple digital services.
© Ovum. Unauthorized reproduction prohibited. 3

4. Key messages
Operators hold enormous amounts of
information on user behavior and consump-tion
patterns. They also have very pertinent
offers that they could make, but still struggle
with linking the customers with the right offer
at the right time.
Analyzing user behavior as they search and
discover the operator’s services can provide
insights that convert users to customers.
Providing a service that is customized to an
individual profile, particularly where specific
music and content likes and preferences
are taken into consideration, can provide an
enhanced revenue stream from existing
customers.
Once customer data has been extracted and
analyzed, operators can use the data to offer
third parties similar insights.
Customers like to control their own destiny,
so it is important that operators provide
transparency and controls on how their
customer data is used and shared.
Operators need to ensure they link their
marketing offers to their provisioning capabili-ties,
so that the right data packs and tariff
plans are offers with promotions.
Operators need to investigate the analytics
tools that will allow them to develop
data-driven marketing programs that are fit
for purpose.
© Ovum. Unauthorized reproduction prohibited. 4

5. Market context
The importance of digital
services
Digital services are used by customers to
communicate in their daily lives, and are increas-ingly
used for a wide array of infotainment
activities. The operator services portfolio has
expanded considerably as service providers use
their network to deliver all manner of applications
and value-added service from health education, to
finance and gaming. The channels to access
these services are equally diverse and range
from well-established SMS, Unstructured
Supplementary Service Data (USSD) technology
for GSM and PCN networks, as well as more
recent portals and social media. Operators need
to use the customer information all this activity
generates to direct their own sales, marketing,
and customer care investments and have a clear
outbound marketing strategy to optimize the
channels that best suit their various customer
segments.
If a customer has interacted via an IVR or contact
center, then the window of opportunity to
positively influence that customer is around the
2-3 minute mark. It is therefore imperative that
telcos use their SMS channels or portals to
solicit feedback and get the interaction with their
customer right. In mature markets, online digital
channels (website or portal) are increasingly the
predominant (and in the case of low cost brands
and MVNOs, the only) method for operators to
engage with customers. The operator has only a
few seconds to influence would-be customers or
upsell to existing customers, Analyzing customer
data can play a valuable role in helping marketers
to judge the effectiveness of their web or portal
content, as well as helping them to target each
visitor with the right content.
The data dilemma
Operators hold customer data in a variety of
locations - central and distributed databases,
OSS, BSS and CRM systems. Even in the mobile
prepaid world, operators collect personal data
through registration and billing as well as through
ongoing usage. The data can be used to support
sales, fulfillment, marketing, care and billing
systems activities, however operators are unable
to fully leverage the true value of the data due to
the absence of an end-to-end view of the various
process engagements (search and discovery,
order-to-activation, time-to-resolve) and lack of
actionable insights. In a recent Ovum survey, only
27% of operators claimed to have fully deployed
customer analytics (see Figure 1), and it is this
lack of insight that makes it difficult for operators
to optimize interaction with their customers.
Obtaining insights from customer data should be
the cornerstone of any marketing campaign, but
it should begin even earlier, at the search and
discovery phase, as customers investigate the
best offer, and again during the order-to-activate
process.
© Ovum. Unauthorized reproduction prohibited. 5

6. Figure 1. Operator BI deployments for customer intelligence
Not considering
Considering Fully deployed
21%
Planning Trialling
If operators are able to leverage this data they
would be in a far better position to improve their
marketing campaigns and customer engagement
processes. Effective use of customer data allows
operators to improve in many areas, but the
most immediate benefits are:
higher adoptions rates through managed
search and discovery, and targeted
campaigns
27%
12%
9%
31%
Source: ICT Enterprise Insights, Global Telecoms, Sept 2013, n=454
enhanced revenue streams through delivery of
personalized services
ability to fully exploit upsell opportunities
managing churn
greater management and control to customers,
and
‘right-sizing’ of commercial offers to customers.
© Ovum. Unauthorized reproduction prohibited. 6

7. Ensuring higher adoption
rates
Turning user data in to
customer data
Individual key clicks, navigation through an IVR,
the percentage of abandoned calls, and conver-sion
rates can all be gathered and aggregated
using analytics. By monitoring where and how
users interact with the operator and where they
abandon visits, operators can work to improve
their outreach programs. The most advanced
analytics packages support automated behavioral
targeting and use a self-learning engine to build
unique visitor profiles based on individual visitor
data and click scoring to websites. This allows
personalized content to be delivered based on a
person’s past and current interests, even if they
are not an existing customers. However, being
able to recognize a subscriber and their location
and any point in time is also important in deter-mining
a preventative activity or proactive
response.
The biggest value from analytics for marketing
departments is the ability to gather profiling
information on a visitor, allowing goods and
services to be targeted at individuals, based on
when and how they contact an operator. Each
time a user responds to an SMS messageor
returns to the website, the amount of data
collected about that user will increase, resulting
in the ability to further refine the products
presented to that visitor and increase the
likelihood of converting them in to a customer.
Figure 2. Maximizing data points in the customer journey
Customer journey
Brand awareness Offer Transaction Support Retention Advocacy
evaluation
Customer engagement touchpoints
Channel
investigation
Marketing Acquisition
Customer
(value)
management
Personalized
services
Targeted
marketing
campaigns
Role of big data analytics
Attract desired
customer profile propensity
Influence On board Minimize Uplift net Increase
to churn
next best
offer
with correct
tariff
promoter
score
average
spend
Source: OVUM
© Ovum. Unauthorized reproduction prohibited. 7

8. Directing the search and
discovery
A n a l y t i c s p r o v i d e t h e i n f o r m a t i o n
o p e r a t o r s n e e d t o p e r s o n a l i z e t h e
u s e r s ’ e x p e r i e n c e . T h e l e v e l o f
s o p h i s t i c a t i o n o f a n a l y t i c s p r o d u c t s
h a s i n c r e a s e d g r e a t l y f r o m t h e t i m e
w h e n t h e y w e r e o n l y a b l e t o p r o v i d e
b a s i c i n f o r m a t i o n ; n o w i t i s p o s s i b l e t o
s e e h o w u s e r s a c c e s s a s e r v i c e , f o r
e x a m p l e f r o m a s e a r c h e n g i n e , b y
t y p i n g i n t h e U R L , f r o m a s o c i a l
n e t w o r k s i t e , o r v i a a l a n d i n g p a g e –
a l l o f t h i s i n f o r m a t i o n c a n b e u s e d t o
t a r g e t s p e c i f i c s e r v i c e s a t a n
i n d i v i d u a l .
P e r s o n a l i z a t i o n a t t h e s e a r c h a n d
d i s c o v e r y p h a s e w i l l i n c r e a s e t h e
l i k e l i h o o d o f a u s e r b e c o m i n g a
c u s t o m e r . M o s t p e o p l e w i l l n o t s p e n d
h o u r s l o o k i n g f o r w h a t t h e y w a n t , s o
t h e a b i l i t y t o a n t i c i p a t e t h e i r
r e q u i r e m e n t s a n d s e r v e u p t h e
c o n t e n t t h e y r e q u i r e , w i t h a p u s h S M S
o r a f e w c l i c k s i s a h u g e a d v a n t a g e ,
p a r t i c u l a r l y f o r m o b i l e d e v i c e s . I n
a d d i t i o n t o i n f o r m a t i o n o n i n d i v i d u a l s ,
d a t a c a n b e a g g r e g a t e d t o p r o v i d e
d e t a i l e d i n f o r m a t i o n o n a r a n g e o f
f a c t o r s : t h e n u m b e r o f v i s i t o r s t o t h e
s i t e , t h e n u m b e r o f h i t s e a c h p a g e
r e c e i v e s , w h e r e v i s i t s w e r e
a b a n d o n e d , a n d t h e n u m b e r s o f
v i s i t o r s e n t e r i n g t h e s i t e b y e a c h
r o u t e . U s i n g t h i s i n f o r m a t i o n ,
m a r k e t e r s c a n a s s e s s w h e t h e r v i s i t s
a r e r e g u l a r l y b e i n g a b a n d o n e d a t t h e
s a m e p o i n t , w h i c h m a y s i g n i f y a
p r o b l e m w i t h t h e w e b s i t e s u c h a s p o o r
c o n t e n t , d i f f i c u l t y i n n a v i g a t i n g p a s t
t h a t p o i n t , o r a b r o k e n l i n k .
O n c e t h e c u s t o m e r s e l e c t s a s e r v i c e
o r o f f e r , i n t e l l i g e n t u s e o f c u s t o m e r
d a t a c a n f a c i l i t a t e t h e o n b o a r d i n g
p r o c e s s . C u s t o m e r s s h o u l d c e r t a i n l y
n o t b e r e q u i r e d t o c o m p l e t e f o r m s o r
r e s u b m i t t h e i r d e t a i l s ; a n y r e q u i r e d
i n f o r m a t i o n s h o u l d b e a u t o m a t i c a l l y
g e n e r a t e d f o r t h e c a r e a g e n t - b e t t e r
s t i l l , o n e t o u c h s h o u l d b e a l l t h a t i s
r e q u i r e d t o s i g n u p a n d a c t i v a t e t h e
s e r v i c e o r o f f e r .
U s i n g c u s t o m e r d a t a a n a l y t i c s ,
o p e r a t o r s c a n p r o m o t e s e r v i c e s t o t h e
m o s t r e c e p t i v e m a r k e t s e g m e n t s a n d
i n f l u e n c e t h e s e a r c h a n d d i s c o v e r y
p r o c e s s . B y l o o k i n g a t c u s t o m e r
p r o f i l e s a n d w e b s e a r c h a c t i v i t y f o r
e x a m p l e , t h e o p e r a t o r c a n d e t e r m i n e
c u s t o m e r p r o p e n s i t y t o a d o p t c e r t a i n
s e r v i c e s o r o f f e r s , a n d / o r d i r e c t
c u s t o m e r s t o a p r e d e f i n e d o r
a p p r o p r i a t e s e t o f c h o i c e s .
© Ovum. Unauthorized reproduction prohibited. 8

9. Enhance revenue streams through targeted
marketing and personalized services
Ensure you have a value
proposition to convey
A point for operators to consider before they
embark on their marketing strategy is how they
promote and position their digital services
generally. For example, operators should look at
ways to draw back from offering too many free
services. It is hard to persuade customers of the
value they can receive from the operator, if the
operator itself apparently places no value on a
service. It will be tough battle, but operators must
try to wean customers off their flat rate and
unlimited usage plans, and offer alternative value.
To entice new customers and persuade existing
customer to invest further in the brand, opera-tors
often swamp customers with multiple
marketing offers and associated product
campaigns via email and SMS. Again, operators
should reflect on the wisdom of this action.
Sending out offers to the entire customer base is
the mark of careless business that confuses
activity with productivity and equates volume with
value. An outreach to the entire user base is
rarely cost effective or profitable, as it does not
take in to consideration the value or profitability
or each customer, nor does it increase the upsell
and cross-sell opportunities, or associated
customer loyalty and satisfaction.
Figure 3. Targeted marketing opportunites using customer data analytics
Sell to 3rd party
Up & cross sell Next best offer
Targeted
marketing
opportunities
Campaign
management
Precision
marketing
Personalized
services
Source: OVUM
© Ovum. Unauthorized reproduction prohibited. 9

10. Precision marketing to
boost usage with soft
targets
O p e r a t o r s c a n g a i n s o m e q u i c k w i n s
f o r r e v e n u e e n h a n c e m e n t b y t a r g e t i n g
t h o s e a r e a s c a p a b l e o f d e m o n s t r a t i n g
q u i c k r e t u r n s w i t h m i n i m u m
i n v e s t m e n t . S u c h a r e a s i n c l u d e
i m p r o v i n g r e c h a r g e f r e q u e n c y a m o n g
t a r g e t e d s e g m e n t s , p a r t i c u l a r l y t h e
m u l t i - S I M c u s t o m e r s , o r r e a c t i v a t i n g
d o r m a n t c u s t o m e r s .
M o s t l o y a l t y m a r k e t i n g p r o g r a m s
r e w a r d f r e q u e n t u s e r s a n d e n c o u r a g e
g r e a t e r o r d i f f e r e n t t y p e s o f u s a g e .
T h e y r a r e l y l o o k a t c u s t o m e r s w i t h
m o r e i r r e g u l a r u s a g e p a t t e r n s . M T N
N i g e r i a , f o r e x a m p l e , a n a l y z e d
c u s t o m e r s ’ u s a g e p a t t e r n s t o i d e n t i f y
m u l t i - S I M u s e r s . I n d i c a t o r s i n c l u d e d a
v a r i a t i o n i n t h e n o r m a l t o p - u p
p a t t e r n s . F o r e x a m p l e , i f t h e c u s t o m e r
d i d n o t r e c h a r g e f o r a c o u p l e o f
w e e k s , a n d t h e n e v e n t u a l l y t o p s u p
w i t h a l o w e r w e e k l y a m o u n t t h a n
n o r m a l , o r o n l y m a k e s o n - n e t c a l l s o r
s e n d s S M S – t h i s b e h a v i o u r i n d i c a t e s
a n i n c r e a s e d l i k e l i h o o d t o c h u r n t o a
c o m p e t i t o r . B y m o n i t o r i n g e x a c t l y
t h e s e a c t i v i t i e s , M T N N i g e r i a w a s a b l e
t o p u s h s u i t a b l e o f f e r s t o t h i s g r o u p ,
a n d i n c r e a s e f r e q u e n c y o f u s a g e a n d
t h e t o p - u p a m o u n t s a n d s o m i t i g a t e
t h e c h u r n r i s k
Customer data underpins
service personalization
W h e n o n e c o n s i d e r s t h e d i g i t a l n o i s e
t h a t o c c u r s i n c u s t o m e r s ’ w o r k a n d
s o c i a l s p a c e , o p e r a t o r s n e e d t o
e n s u r e t h a t t h e i r c u s t o m e r s d o n ’ t j u s t
h e a r , b u t a c t u a l l y l i s t e n t o w h a t t h e y
h a v e o n o f f e r c o m p a r e d t o t h e i r
c o m p e t i t o r s . L i s t e n i n g o n l y c o m e s
a b o u t w h e n t h e o p e r a t o r i s p r o a c t i v e l y
p u s h i n g o u t r e l e v a n t a n d p e r s o n a l i z e d
s u p p o r t a n d o f f e r s , a t t h e r i g h t p o i n t
i n t i m e .
A p p l y i n g a r i n g - b a c k t o n e t o a
p a r t i c u l a r c a l l e r i s a s i m p l e e x a m p l e
o f v a l u e - a d d e d f e a t u r e s t h a t
c u s t o m e r s w a n t f r o m t h e i r o p e r a t o r s ,
b u t o p e r a t o r s ’ m a r k e t i n g d e p a r t m e n t s
c a n t a k e t h i s t o t h e n e x t l e v e l w i t h
f u r t h e r p e r s o n a l i z a t i o n . F o r e x a m p l e ,
I n d i a n o p e r a t o r A i r t e l h a s r o l l e d o u t a
‘ H e l l o T u n e s ’ s e r v i c e a c r o s s i t s
p r o p e r t i e s . H e l l o T u n e s a l l o w s
c u s t o m e r s t o p l a y a n o u t b o u n d
r i n g b a c k t o n e b a s e d o n t h e i r o w n
m o o d o r c o n t e x t , s o w h i l e t h e c a l l e r i s
w a i t i n g t o b e c o n n e c t e d , t h e y w i l l h e a r
a s o n g r a t h e r t h a n j u s t t h e ‘ r i n g , r i n g ’ .
A i r t e l c l a i m s t h i s t h i s t y p e o f s e r v i c e
a l o n e h a s i n c r e a s e d r e v e n u e f r o m
d o w n l o a d s , a n d i n c r e a s e d i t s
s u b s c r i b e r b a s e a n d r e v e n u e s o v e r a l l .
© Ovum. Unauthorized reproduction prohibited. 10

11. C u s t o m e r s c o u l d s e l e c t m u s i c t r a c k s
f r o m a b r o a d s t o r e f r o n t , w h i c h
p r o m o t e d c a t e g o r i z a t i o n s b y g e n r e ,
i n t e r n a t i o n a l s o n g s , l a t e s t s o n g s a n d
t o p 1 0 b e s t s e l l e r s a n d s o f o r t h .
H o w e v e r t h i s d i d n o t a d d r e s s p e r s o n a l
p r e f e r e n c e s , a n d f o r s o m e c u s t o m e r s ,
i t w a s a l m o s t i m p o s s i b l e t o f i n d a
p a r t i c u l a r m u s i c t r a c k . F o r e x a m p l e ,
7 0 % o f u s e r s i n C i r c l e s B a n d C i n
I n d i a u s e I V R a s t h e p r e d o m i n a n t
s e r v i c e a c c e s s c h a n n e l , a n d
c u s t o m e r s h a d t o w o r k t h r o u g h
l e n g t h y m e n u s a n d i n c u r h i g h I V R
b r o w s i n g c h a r g e s t o f i n d a t o n e o f
t h e i r c h o i c e .
H e l l o T u n e s i s p a r t o f a b r o a d e r
M y L i k e s p r o p o s i t i o n t h a t p r o v i d e s a
p e r s o n a l i z e d m u s i c s t o r e f r o n t . I t
m a k e s r e l e v a n t r e c o m m e n d a t i o n s i n
r e a l - t i m e b a s e d o n e a c h c u s t o m e r ’ s
m u s i c a c t i v i t y a n d p r e f e r e n c e , c u r r e n t
t r e n d s a s w e l l a s m u s i c c o m p a t i b i l i t y
a m o n g l i s t e n e r s ( s e e F i g u r e 4 ) .
Figure 4. Airtel’s MyLikes - Matching customers and their music preferences
Data feed
Hello Tunes usage pattern Social Media Data
Customer lifecycle
Charging Data
S E A R C H
Search Keywords
Demographic profile (KYC)
Rule-based processing
Combines...
Customer’s
demographic
information
Service
In-session
behavior + + +
transactional
patterns
Wisdom of
crowds
... to profile users and deliver an individualized music experience
Integrates with multiple touch points
www.
© Ovum. Unauthorized reproduction prohibited. 11
IVR/IBD/VN SMS/USSD Call center WAP/WEB Search
Source: Mahindra Comviva
© Ovum. Unauthorized reproduction prohibited. 11

12. Exploit upsell opportunities
The attractiveness of an offer will be relative to
each user, so the operator has to be able to
either push personalized offers, services and
support to the customer, or help them navigate
their way to appropriate choices and then
facilitate seamless delivery of those choices.
Operators need to investigate the analytics tools
that will allow them to develop data-driven
marketing programs that are fit for purpose in
the digital driven market place. Specialized teams
will review customer profiles and use this as a
basis to assess their propensity to buy certain
products. They can then proactively push a
personalized offer via SMS or email, and live care
agents can use customer data profiles to
recommend the next best offer (NBO). At this
point, the customer should also be made aware
of any additional items they might need in order
to access and use the services – for example a
specific data pack, tariffs plan, minimum speed or
device type.
Analytics can be used to create personalized
tariffs that provide the best value for a customer
without reducing ARPU. Any offers or discounts
can be applied to the most suitable plan and
flexed to suit the customer’s perceived value to
the operators.
Once customer data has been extracted and
analyzed for their own benefit, operators can
offer third parties similar insights. However,
operators need to take care to manage personal
and data privacy issues by aggregating and
anonymizing customer data. Operators cannot
make money from reselling raw personal data.
Sharing or selling on individual customer data can
lead to legal issues, particularly within the
European Union. Privacy policies typically state
that personal information can only be shared
externally with the user’s consent or knowledge,
or if it has been anonymized. This means that
third parties will be able to see data on groups of
customers displaying similar characteristics (for
example a socio-economic or age groups) behave
in certain conditions, but they would not be able
to see an individual's personal information.
Telefonica Dynamic Insights and Verizon’s
Precision Market Insights are two examples
where the operators have resold customers
insights to third parties for marketing purposes
at physical venues. Arguably they both also give
good levels of management and control to
customers.
© Ovum. Unauthorized reproduction prohibited. 12

13. Managing churn
Getting the basics right
Managing and minimizing churn is a prerequisite
to staying in business. The launch of new
technologies (for example 4G), services, or
devices are event-driven triggers for behavioral
tipping points that are easy to identify. In terms of
the ongoing daily business operation, it is impor-tant
to ensure that customer behavior and usage
patterns are monitored to pick up the more
subtle changes. Operators are then in a position
to program their decision engines to identify and
anticipate churn and action remedies, which will
depend on current and potential value of the
customer.
A leading operator in Sri Lanka, for example, uses
a recharge frequency model (RFM) to score and
segment customers based on transactional value
and profitability. The model takes information
such as the subscriber ID, their total usage, total
number of incoming minutes, their age and so
forth and applies a learning algorithm based on a
decision tree and logistic regression. The output
action could be to allow the customer to churn; to
promote new services and offers to increase
loyalty and grow the customers’ spend or bundle
of services; or they may reward their most
valuable customers.
Preventing churn uses a similar set of inputs to
precision marketing decisions, and can be used
to prevent churn at the end of a contract or
period of credit. Clearly the time to intervene is
not when the customer calls to ask for their
porting authorization code (PAC), but rather it is
better to automatically track the customers’
behavior in the three months prior to the end of
the contract to see whether they have:
made fewer calls and/or not exceed the cost
of their basic bundle
enquired directly about upgrading their
device and/or package
responded to certain offers
searched for new offers, or
made calls to a competitors’ customer
service numbers.
These are a few of the patterns that can be
identified if the operator monitors customer data
(pre-paid customers can merely drop off and the
problem is more acute on account of the
non-contractual nature of prepaid services).
© Ovum. Unauthorized reproduction prohibited. 13

14. Give greater management and control to customers
This is the next step in the customer-operator
relationship, where the operator allows
customers to control and manage their own data,
and where the operator provides transparency
on how their data is used and shared. For
example, operators could build trust by seeking a
customer’s permission on how to engage with
them (what is their preferred channel and how
frequently do they want to be contacted), which
may increase the amount of personal data that
customers will provide. With the right security
and privacy controls in place, operators
(particularly those in mature markets and with
certain demographic groups) can enhance their
relationships with subscribers. This has been
used to great effect by O2 in the UK for example.
O2’s Priority Moments is an opt-in service that
give customers priority access to O2 sponsored
events.
One aspect that operators do not seem to be
aware of is that generally customers trust them
with their data – certainly more than their OTT
counterparts. Operators have a good opportunity
to obtain more information and data about their
customers, simply by asking them for it!
Right-sizing the operators’ commercial response
Dimension data packs to
support offers to customers
It is important that operators use the customer
data and usage information to ensure that when
a customer signs up to a new service, that they
do indeed have all the components in place to
obtain the service. For example, if the customer
signs for new services and then tries to use it,
only to find that their current plan doesn’t allow
them to activate the service, or they don’t have a
big enough data plan or the necessary speed
available, the customer will be not only be
frustrated and disappointed, but far less likely to
try new services in the future. As soon as a
customer tries to buy a new service, all the
components should be highlighted that they
either need to purchase or order to obtain the
service. This can only be achieved by using
analytics to correlate the customer profile with
the desired services
© Ovum. Unauthorized reproduction prohibited. 14

15. Appendix
This white paper was researched, authored and produced by Ovum in association with
Mahindra Comviva, as part of a series of papers assessing the current state and future
market direction of mobile broadband services for mobile operators.
About Mahindra Comviva
Mahindra Comviva is the global leader in providing mobility solutions. It is a subsidiary of
Tech Mahindra and a part of the USD 16.7 billion Mahindra Group. With an extensive port-folio
spanning mobile finance, content, infotainment, messaging and mobile data solutions,
Mahindra Comviva enables service providers to enhance customer experience, rationalize
costs and accelerate revenue growth. Its mobility solutions are deployed by 130 mobile
service providers and financial institutions in 90 plus countries, transforming the lives of
over a billion people across the world. For more information, please visit
www.mahindracomviva.com.
Ovum Consulting
Ovum has an enviable and hard-earned reputation as a provider of telecoms consult-ing
services. Our consulting customers tell us that, above all else, it is Ovum's industry
knowledge and at tention to detail that puts us ahead of our competitors. This is
directly related to the expertise of our consultants and analysts, and the project and
research methodologies we use. We work across the globe with business leaders of
telecoms operators, service providers and ICT vendors and with investment banks,
governments and industry regulators. We hope that this analysis will help you make
informed and imaginative business decisions. If you have further requirements,
Ovum’s consulting team may be able to help you. For more information about Ovum’s
consulting capabilities, please contact us directly at consulting@ovum.com.
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