The Customer-activated Telecom Provider (global C-suite study 2013)

1,460 views

Published on

This study covers 4,183 face-to-face conversations with CxO’s in 70 countries – 218 of them from the Telecommunications industry

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,460
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
132
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

The Customer-activated Telecom Provider (global C-suite study 2013)

  1. 1. IBM Institute for Business Value The Customer-activated Telecom Provider Insights from the global C-suite Study 2013 The Customer-activated Telecom Provider Insights from the global C-suite Study © 2013 IBM Corporation
  2. 2. IBM Institute for Business Value Agenda 1 Introducing the 2013 Global C-suite Study 2 How CxOs view the world 3 How the C-suite is preparing for the future a. Open up to customer influence b. Pioneer digital-physical innovation c. Craft engaging customer experiences 4 Pulling together 2 © 2013 IBM Corporation
  3. 3. IBM Institute for Business Value The IBM global C-suite Study draws on a decade of research with over 20,000 interviews 6,300 CEOs 3 7,000 CIOs 2,200 CMOs 600 CSCOs 4,500 CFOs 1,500 CHROs © 2013 IBM Corporation
  4. 4. IBM Institute for Business Value This study covers 4,183 face-to-face conversations with CxO’s in 70 countries – 218 of them from the Telecommunications industry Telecommunications distribution North America 16 Western Europe South America 47 Central and Eastern Europe 42 35 Japan 20 28 Middle East and Africa 30 Asia Pacific Source: Question E–Participant Country; Telecommunications n=218 4 © 2013 IBM Corporation
  5. 5. IBM Institute for Business Value The IBV Telecom industry and CxO studies are a set of reports, identifying the challenges of CxOs in the changing telecom industry Telco2015 Advocacy 2011 2010 Cloud 2012 Social Analytics/ Big data 2013 2013 Mobile 2013 GIE Digital 2014 2013 5 Click on pictures to access the documents © 2013 IBM Corporation
  6. 6. IBM Institute for Business Value In addition, our biennial Consumer Surveys – the most recent one conducted in Fall 2013 – address related topics Telecom Consumer survey Fall 2013 in 35 countries 6 © 2013 IBM Corporation
  7. 7. IBM Institute for Business Value The Consumer Surveys thus enable us to compare views from the ‘supply’ side and the ‘demand’ side Customer Spending priorities for 2013 – 2015 Customers’ Attitudes towards CSPs 7 Customers’ Adoption of, Experience with, CSP’s products and services Customer Advocacy and Antagonism Customer Sources of Information for CSP’s products/ services Customer Trust in CSPs © 2013 IBM Corporation
  8. 8. IBM Institute for Business Value Much has changed since 2004: digitization has given customers far more clout and transformed their expectations 2004 Focus on cost reduction to deal with increasingly global competition 8 2008 Business models evolve to enable external partnerships and collaboration 2014 The digitally active customer moves to the top of the C-suite agenda © 2013 IBM Corporation
  9. 9. IBM Institute for Business Value Agenda 1 Introducing the 2013 Global C-suite Study 2 How CxOs view the world 3 How the C-suite is preparing for the future a. Open up to customer influence b. Pioneer digital-physical innovation c. Craft engaging customer experiences 4 Pulling together 9 © 2013 IBM Corporation
  10. 10. IBM Institute for Business Value The Telecommunications perspective of the C-suite study draws on input from six C-suite roles C-suite composition Telecommunications sample CSCO 6% CMO 24% CEO 23% Role distribution CFO 7% CHRO 7% CIO 33% CEO 23% Source: Question E–Description current role; Telecommunications n=218 10 © 2013 IBM Corporation
  11. 11. IBM Institute for Business Value Telecommunications CxOs think technology will be the most important external force shaping the future of their enterprise External forces impacting the enterprise (3–5 Years) 2010 2012 2013 2013 Telco CEOs Telco CEOs Telco CxOs All industries 1 1 1 Technology factors 1 2 2 2 Market factors 2 3 3 3 Regulatory concerns 3 4 4 4 Macro-economic factors 4 5 5 5 People skills 5 6 6 6 Socio-economic factors 6 7 7 7 Globalization 7 8 8 8 Environmental issues 8 9 9 9 Geopolitical factors 9 Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; Global n=4,009; Telecommunications n=218; 2010/2012 Global CEO studies 11 © 2013 IBM Corporation
  12. 12. IBM Institute for Business Value Some technologies impacting telecommunications are now mainstream Technologies 1978 Computer 1988 First successful PC, launched Apple First compact, standalone PC Talking bricks Mobile phone Internet 12 1998 Rise of Windows OS and Wintel systems Miniaturization and cost reduction Slow speeds, textual content 2008 Today Growth of direct to consumer sales Multi-media and internet (email) enabled Affordable computing expands access to PCs globally Netbooks and continuing miniaturization Smartphone enters consumer market Broadband , multimedia content Smartphones are enabling a new range of business models Always connected, across devices Ubiquitous connectivity makes content accessible everywhere © 2013 IBM Corporation
  13. 13. IBM Institute for Business Value Other technologies such as social, mobile, analytics and cloud are at the beginning of maturity, but already impacting telecommunications Forces Social media explosion 2000 2005 Prevalence of social networking 2010 Social apps harness network effect for services Miniaturization of computing power Mobile revolution Watson wins Jeopardy Power of Analytics Browser-based cloud applications Cloud Enablement 13 Consumer cloud services Today’s/Future impact • Decreasing revenue from traditional communication • Increasing Customer influence/ power and collaboration • Increasing consumer demands for immediacy and ubiquity • Influencing all aspects of business models and operations • Enhancing all aspects of decision making and customer experience • Evolving new business models and business ecosystems • Increasing capabilities to provide new services from the cloud • Evolving dramatically different business models © 2013 IBM Corporation
  14. 14. IBM Institute for Business Value Telecom CxOs foresee major changes in their offerings enforced by major changes in the competitive landscape Shifting ground: business landscape changes 5% 90% Maintain current offerings Develop new offerings 21% 71% Competitors from same industry Competitors from other/new industries, including OTTs Neutral “Data monetization will be very important in the future as telcos reinvent themselves, as competition in the Business As Usual markets increases with Over The Top offerings.” CIO, Telecommunications, Canada Source: Question E9–How do you see the landscape changing over the next 3 to 5 years?; Telecommunications n=218 14 © 2013 IBM Corporation
  15. 15. IBM Institute for Business Value In addition, telecom CxOs also foresee major changes in engaging and interacting with customers, and in partnerships Shifting ground: business landscape changes 27% 55% Operational control 3a. Open up to customer influence Organizational openness 18% 68% Partnering to increase efficiency Partnering to increase value 27% 3b.Pioneer digitalphysical integration 65% Focus on customers as segments Focus on customers as individuals 82% 12% Face-to-face interaction Social/digital interaction 16% 3c. Craft engaging customer experiences 75% Smaller partner base Bigger partner network 4. Pulling together Neutral Source: Question E9–How do you see the landscape changing over the next 3 to 5 years?; Telecommunications n=218 15 © 2013 IBM Corporation
  16. 16. IBM Institute for Business Value Agenda 1 Introducing the 2013 Global C-suite Study 2 How CxOs view the world 3 How the C-suite is preparing for the future a. Open up to customer influence b. Pioneer digital-physical innovation c. Craft engaging customer experiences 4 Pulling together 16 © 2013 IBM Corporation
  17. 17. IBM Institute for Business Value Close collaboration with customers is a clear ambition: nine out of ten Telecom CxOs foresee doing so in the near future Open up to customer influence 17 2 January 2014 IBM Confidential © 2013 IBM Corporation
  18. 18. IBM Institute for Business Value Half of the telecommunications companies in our sample have a weak digital-physical strategy – or none at all Pioneer digitalphysical innovation 18 2 January 2014 IBM Confidential © 2013 IBM Corporation
  19. 19. IBM Institute for Business Value Recognizing the importance of customer experience management and the required skills, Telecom CxOs are rebalancing their priorities Craft engaging customer experiences 19 2 January 2014 IBM Confidential © 2013 IBM Corporation
  20. 20. IBM Institute for Business Value Agenda 1 Introducing the 2013 Global C-suite Study 2 How CxOs view the world 3 How the C-suite is preparing for the future a. Open up to customer influence b. Pioneer digital-physical innovation c. Craft engaging customer experiences 4 Pulling together 20 © 2013 IBM Corporation
  21. 21. IBM Institute for Business Value Collaboration within the C-suite itself is also important – and CxOs form an intricate web of relationships to drive performance Pulling together 21 2 January 2014 IBM Confidential © 2013 IBM Corporation
  22. 22. IBM Institute for Business Value We invite you to continue the conversation Connect with us For more information about this study and to get the full version of this report, see www.ibm.com/csuitestudy 22 Access interactive content and listen to CxOs in their own words by downloading the IBM IBV app for Android or iOS © 2013 IBM Corporation
  23. 23. IBM Institute for Business Value Key Contact For more detailed information on the C-suite study, please contact: Rob van den Dam Global Telecom Industry Lead, IBM Institute for Business Value rob_vandendam@nl.ibm.com 23 © 2013 IBM Corporation

×