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Increasing Revenue Through Improved Customer Experience

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Increasing Revenue Through Improved Customer Experience presented by Jonathan Hopkinson - Huawei Technologies Co., Ltd. and Derek Chen - Hong Kong Telecom.

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Increasing Revenue Through Improved Customer Experience

  1. 1. Copyright 2015 QuEST Forum. All Rights Reserved. 1 Increasing Revenue through Improved Customer Experience Jonathan Hopkinson Derek Chen EMEA BPC Munich June 2015
  2. 2. Customer Experience Investment Makes Business Sense CE is Delivering Business Value • Use Cases: Churn, PTC Reduction… • Improved Brand Perception, NPS 2012 No Longer a “Leap of Faith” HUAWEI SmartCare CEM® MWC Booth Visitor Distribution Percentage of CMO: 0 2015 Percentage of CMO: 10%
  3. 3. Highly Competitive Market in Hong Kong 76% World’s Highest IPTV Penetration Rate 101% Fixed Lines Penetration,4.3M Users 90% Penetration of Broadband Users 230% Penetration of Mobile Users 4 Mobile, 21 Fixed and 3 Pay-TV Operators
  4. 4. “Excellent Customer Experience" 4 The best way to succeed in a highly competitive market Customer Experience Executive Committee Chaired by Group MD Formulates Strategy and Tactics But How? We needed a qualified solution partner! Established the “HKT Premier” & Regional Customer Service Centers to better serve our customers… Externally, launch the motto “Here to Serve” Implement measures to improve CE Internally, build the “Best Network, Best Services” to serve our customers
  5. 5. HKT CE Transformation Journey Dimension Level 1 Level 2 Level 3 Level 4 Level 5 Initial Repeatable Defined Managed Optimizing Vision / Strategy Organization / Influence People Processes Business Metrics / KPIs Tools / Systems Established Vision SEA / QIT CEM Workshops CEECMarket Oriented Continue to Improve • PSPU • Reduced MTTD/R • Better FCR & AHT CE across Functions Focus on KQIs PSPU Analysis CE within Functions Focus on Dept KPIs Network Focus (NOC)
  6. 6. Closed-Loop, Customer-Centric Operations
  7. 7. CE Service Quality Monitoring Journey Design Customer Experience Triggers Mapping to Signaling Process KQI Framework Formulation KQI Definition Web Browsing Accessibility Web Browsing Access Time Web Browsing Download Time Web Browsing Retainability 2: Some parts of the website start showing in the interface. 1: User inputs the URL and clicks ENTER 3: User can see the whole page of the website
  8. 8. Example Cases Win-Win Process to improve customer ‘Buy’ experience Maintenance Prioritization to reduce customer coverage complaint rate Empower front line staff to answer customer enquiries
  9. 9. Example Cases Win-Win Process to improve customer ‘Buy’ experience Maintenance Prioritization to reduce customer coverage complaint rate Empower front line staff to answer customer enquiries
  10. 10. Win-win Process to Improve CE Old Process Site Coverage Test Sites coverage Improvement Field engineers do mobile coverage testing. Make improvements and report to the customer. Batch Migration Customer Dissatisfaction Slowing Migration
  11. 11. Win-win Process to Improve CE Customer provides their subjective view PSPU monitoring to assure SLAs New Process Commercial customers “test” the network Involve customer on acceptance test. Provide free SIMs and devices for testing Win-Win Result Risk is reduced. Responsibility shared. Leads to fewer complaints.
  12. 12. Win-win process to improve CE Dear Song, I would like to compliment your employees, for the excellent services they provide. Such a commitment to great customer service is to be commended. We enjoy doing business with HKT and for years to come. (Coverage case from Retail – Deputy Director) A successful migration and good customer service will shift the share of wallet (SOW) Planned before migration Competitor SOW =80% With smooth migration Competitor SOW=50% or less Better CE Competitor SOW =30% or less
  13. 13. Example Cases Win-Win Process to improve customer ‘Buy’ experience Maintenance Prioritization to reduce customer coverage complaint rate Empower front line staff to answer customer enquiries
  14. 14. Empowering Front Line Staff (Previous) Over 50%+ of enquiries are focused on billing: Corporate customers can have thousands of users. Billing information need to be thoroughly checked Billing Complaint inquiries Various Backend units Old Route Corporate Customer ServicesTarget User Poor experience due to long processing time: • Slow BSS using image retrieval • Long waiting time for back end departments • Information from back end is raw, requiring further processing
  15. 15. Empowering Front Line Staff (Improved) Billing Complaint Customer Care request for detail billing record Corporate Customer ServicesTarget User With new systems and staff training, staff can answer complex billing enquiries in a matter of minutes with fewer call transfers  Check profile in CRM  Check customer call record  Basic root cause analysis  Bill adjustment or communication to settle enquiry Care Assistant Improve customer billing enquires response time
  16. 16. Empowering Front Line Staff (Result) Transfer rate decreases by 30% after system enhancement Billing enquiry processing time decreases by 60%
  17. 17. Example Cases Win-Win Process to improve customer ‘Buy’ experience Maintenance Prioritization to reduce customer coverage complaint rate Empower front line staff to answer customer enquiries
  18. 18. Smarter Prioritization to Reduce Complaints • Proactively identify cell sites with poor service quality • Prioritize cell sites for preventive maintenance • Reduce Enterprise / VIP complaint on worst cell sites • Improve cell site preventive maintenance task efficiency VIP Customer Satisfied Service Management Optimization Team Operation Team
  19. 19. 4G Coverage Complaint Rate Trend Reduce VIP coverage complaint rate by 34% 4G Site Volume 4G Complaint Rate M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Smarter Prioritization to Reduce Complaints
  20. 20. Results • Customer satisfaction increases by 11% • 10% increase in ARPU to US$29 • Post-paid Churn Rate reduced to 1.5% • Grand Prize in Customer Service HK Awards for Industries • Market Leadership position in Quad-play (Fixed Voice, Broadband, Mobile, Pay TV)
  21. 21. Mobile Price Plan Charges 119 149 188 198169 198 218 238 238.8 285.6 297.6 298 238 298 388 438 2013 Q4 2014 Q2 2014 Q3 2015 Q1 1G Plan 2.5 G Plan 6G Plan 10 G Price HKD
  22. 22. Key Success Factors Internal • Management Commitment Monthly CEEC with CEO • Motivated Employees All staff trained and rated on CE Monthly and annual CE awards • Focus on a Few Metrics Complaints/Compliments per month, NPS and CSAT Having too many metrics leads to lack of focus and manipulation Balance efficiency and CE External (Partner) • Deep Experience Guide and share best practices Access to latest industry thinking • Flexible and Agile Willing and able to explore new ideas and quickly implement with us 22
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