Building customer advocacy : How Orange is
driving business transformation across Europe
Andrew Williams
Director of Custo...
1. Leadership
2. The business case
3. Measurement
4. Incentives
5. Analysis & action planning
a. Fixing the basics
b. Bran...
Orange
 170,000 employees
 230m customers in 32 countries
 €43.5bn revenues in 2012
 global Top10 telecoms
company
 C...
COMPANY CONFIDENTIAL
To be number 1 in
customer experience by
2015
Leadership – the 2015 global ambition
The Conquests, Ju...
Why do does customer experience matter?
Builds brand value
Impacts revenue
Analysis of actual customer behaviour indicates a strong
correlation between recommendation & revenue
2.5 x more likely to...
We monitor all stages of the customer journey …
Relationship Range of tariffs/plans Kept informed
Range of handsets Top-up...
But we track one KPI above all others …
Recommendation
“On a scale of 0 – 10, would you recommend
Orange to your friends a...
Recommendation targets included in executive
bonuses to focus effort behind our # 1 objective
“Employees do what is measur...
Driving business transformation : fixing the
basics & branding customer experiences
1. Fixing the basics
– Customer Journe...
Driving business transformation : fixing the
basics & branding customer experiences
1. Fixing the basics
– Customer Journe...
Fixing the Basics - an event based approach
CJ
ANALYSIS
ANALYSIS
&
MEASUREMENT
SOLUTION
IDENTIFIED
ACTION
PLANS
PAIN
POINT...
simplifier les parcours clients : introduction
Mapping the customer journey provides a tool to identify issues
cross funct...
simplifier les parcours clients : introduction
A deep dive identifies customer pain points & their cause
Someone will
call...
Post analysis we are left with a map of the biggest problems
– the “bombs” – which can be addressed with action plans
volu...
Driving business transformation : fixing the
basics & branding customer experiences
1. Fixing the basics
– Customer Journe...
COMPANY CONFIDENTIAL
Branding experiences : using Heartbeat to execute a consistent
customer experience across the custome...
Immersion into existing data & additional ethnographic
research to understand key customer needs
OUK PAYG/M immersion proj...
Heartbeat distills the immersion & ethnographic research to identify
themes across the experience which drive satisfaction...
COMPANY CONFIDENTIAL
Identifying the common themes gives us our
Experience Pillars
What are Experience Pillars?
 The esse...
COMPANY CONFIDENTIAL
Summary
1. A clear goal with strong leadership is key
2. Develop a robust & independent tool for meas...
COMPANY CONFIDENTIAL
Thank you!
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Embedding customer experience at Orange

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A look at how Orange is driving business transformation throughout Europe with its customer experience strategy.

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Embedding customer experience at Orange

  1. 1. Building customer advocacy : How Orange is driving business transformation across Europe Andrew Williams Director of Customer Experience Strategy, Orange Group The Webcredible Customer Experience Forum - 26th June 2013
  2. 2. 1. Leadership 2. The business case 3. Measurement 4. Incentives 5. Analysis & action planning a. Fixing the basics b. Branding experiences Agenda
  3. 3. Orange  170,000 employees  230m customers in 32 countries  €43.5bn revenues in 2012  global Top10 telecoms company  Convergent operator – Fixed, Mobile, Broadband, TV  A federated organisation with a Corporate function supporting largely autonomous country operations
  4. 4. COMPANY CONFIDENTIAL To be number 1 in customer experience by 2015 Leadership – the 2015 global ambition The Conquests, July 2010
  5. 5. Why do does customer experience matter? Builds brand value Impacts revenue
  6. 6. Analysis of actual customer behaviour indicates a strong correlation between recommendation & revenue 2.5 x more likely to churn 40% less likely to upgrade Based on actual behaviour of those scoring 0 – 4 on the recommendation question vs. those scoring 9 – 10 (source : respondents to Customer Experience Tracker recommendation question appended to database, major western European market)
  7. 7. We monitor all stages of the customer journey … Relationship Range of tariffs/plans Kept informed Range of handsets Top-up Network coverage Upgrade experience Shops Customer Services Website Ease of set-up Overall buying experience
  8. 8. But we track one KPI above all others … Recommendation “On a scale of 0 – 10, would you recommend Orange to your friends and family?”
  9. 9. Recommendation targets included in executive bonuses to focus effort behind our # 1 objective “Employees do what is measured, incentivised and celebrated” The six laws of customer experience - Forrester
  10. 10. Driving business transformation : fixing the basics & branding customer experiences 1. Fixing the basics – Customer Journey analysis 2. Branding customer experience – Heartbeat & Moments of Truth – mobile, MBB, FBB
  11. 11. Driving business transformation : fixing the basics & branding customer experiences 1. Fixing the basics – Customer Journey analysis 2. Branding customer experience – Heartbeat & Moments of Truth – mobile, MBB, FBB
  12. 12. Fixing the Basics - an event based approach CJ ANALYSIS ANALYSIS & MEASUREMENT SOLUTION IDENTIFIED ACTION PLANS PAIN POINTS Identified based on internal view & analysis of customer data: 1. CET & local surveys 2. Operational KPIs 3. via operations – CS, Sales, IT&N Detailed analysis of the customer journey to identify problem areas E.g. the “bombs” Monitor impact of projects via: 1. CET 2. Local surveys 3. Value – cost savings & top-line Benefit: Cost savings C-SAT Define actions from “Bomb” list Each project is scoped and prioritised, complete with business case
  13. 13. simplifier les parcours clients : introduction Mapping the customer journey provides a tool to identify issues cross functionally and from the customer perspective jgv * Depends on countries contract policy & loyalty programmes I want to consult or manage my account I need help, fix a problem urgently I do not want anymore this proposition I buy I have a need LeaveEvolve & RenewUse & Get HelpSet-up & First UseJoinBecome Aware Customer Life Cycle Customer Journeys I use I manage my account I recharge, top up I need to recharge my prepaid account I pay I need help I receive my invoice, I pay it I complain I am not happy, satisfied I want to terminate my offer / service I get a proposition from Orange I want to change or renew* Orange contacts me with a proposition I want to change my device and/or my offer (tariffs), I need to renew I move
  14. 14. simplifier les parcours clients : introduction A deep dive identifies customer pain points & their cause Someone will call you back within 48 hours Your installation was working but isn't any more (ASS). You’ve had customer services on the telephone and don't want to contact them again Your installation was working but isn't any more (ASS). You’ve had customer services on the telephone and don't want to contact them again You come to a FRANCE TELECOM shop VOLUMEVOLUME You say you haven't called 3900 The manager invites you to do so from home You say you haven't called 3900 The manager invites you to do so from home You already have an escalation file You already have an escalation file The salesperson refers you to his RB or to his assistant The salesperson refers you to his RB or to his assistant The RB puts a red flag on the existing escalation file The RB puts a red flag on the existing escalation file A salesperson is available and takes care of you A salesperson is available and takes care of you You don't have an escalation file You don't have an escalation file The salesperson refers you to the RB or to his assistant The salesperson refers you to the RB or to his assistant The RB creates an escalation file The RB creates an escalation file You say you have called 3900. The salesperson checks your file You say you have called 3900. The salesperson checks your file All operators are busy. You wait in the queue. A waiting list manager comes and asks what you want All operators are busy. You wait in the queue. A waiting list manager comes and asks what you want  You say you have called 3900 The GDFA asks you to wait You say you have called 3900 The GDFA asks you to wait Your escalation department consultant analyses your problem Your escalation department consultant analyses your problem You are unavailable You are unavailable He fixes your problem during the discussion He fixes your problem during the discussion A message is left asking you to call 1014. 3 attempts are made to reach you A message is left asking you to call 1014. 3 attempts are made to reach you He fixes the problem remotely without recourse to the UIs He fixes the problem remotely without recourse to the UIs He activates an intervention via the network or makes an appt with you for a callout at your home He activates an intervention via the network or makes an appt with you for a callout at your home ASS scenario ASS scenario Call within 48 hours  He calls you backHe calls you back You are called back on the appt date by the expert You are called back on the appt date by the expert The consultant gives you an explanation and tells you that he is closing the escalation file The consultant gives you an explanation and tells you that he is closing the escalation file He makes a phone appointment for you with a level 2 technical expert (EPAC) He makes a phone appointment for you with a level 2 technical expert (EPAC) Your consultant asks you if everything is OK and looks at possible compensation if you ask for it Your consultant asks you if everything is OK and looks at possible compensation if you ask for it ?? 32223222 4545 32673267 ?? 32673267 ?? 17171717 15501550 601601 601601 515515 ?? ??
  15. 15. Post analysis we are left with a map of the biggest problems – the “bombs” – which can be addressed with action plans volumes timescales communication emotions “bombs” – biggest problems, prioritised for action 5 We fix an appointment for an engineer to install BB without knowing if the customer has the necessary equipment
  16. 16. Driving business transformation : fixing the basics & branding customer experiences 1. Fixing the basics – Customer Journey analysis 2. Branding customer experience – Heartbeat & Moments of Truth – mobile, MBB, FBB
  17. 17. COMPANY CONFIDENTIAL Branding experiences : using Heartbeat to execute a consistent customer experience across the customer journey HEARTBEAT ACTION PLANS ANALYSIS & MEASUREMENT EXPERIENCE PILLARS IDEA GENERATION CUSTOMER VOICE Key issues identified by “Immersion” into customer data  Qualitative  Quantitative  Ethnographic Key customer needs - addressing these consistently will create a distinct & branded Customer Experience Operational KPIs Surveys CET Value – cost savings & top-line Identifies priority areas for action planning, common themes & helps identify Moments of Truth Address MOTs in line with the brand to create a consistent experience – about culture, behaviour & business process Benefit: Lower churn Higher ARPU Greater advocacy
  18. 18. Immersion into existing data & additional ethnographic research to understand key customer needs OUK PAYG/M immersion project involved 40 + reports, interviews & surveys 2006 - 2009
  19. 19. Heartbeat distills the immersion & ethnographic research to identify themes across the experience which drive satisfaction Source: OUK – Heartbeat analysis of mobile joining experience – April 2009 Delivery Expectation Greatest delta = greatest opportunity for improvement Common theme
  20. 20. COMPANY CONFIDENTIAL Identifying the common themes gives us our Experience Pillars What are Experience Pillars?  The essence of what customers want the experience to be – emotionally & rationally  Limited in number  May exist at one or more stage of the customer journey  They work together but importance may vary by customer segment  Our “tablets of stone”
  21. 21. COMPANY CONFIDENTIAL Summary 1. A clear goal with strong leadership is key 2. Develop a robust & independent tool for measuring progress & success 3. Break down silos & incentivise management 4. Use customer journey mapping as a tool to fix the basics 5. Listen to your customer’s “heartbeat” and re-design experiences & underlying processes with their needs in mind
  22. 22. COMPANY CONFIDENTIAL Thank you!

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