Customer experience management is critical for telecommunications companies to reduce churn, improve service quality, and drive competitive differentiation. It requires a comprehensive approach that views the business through the customer's eyes at each touchpoint. For Orange, customer experience management is a top priority and involves products designed with customer feedback, measuring loyalty scores, and ensuring experiences are consistent across markets.

1. Customer Loyalty conference :
Best practice in Customer Experience
Management
Customer Experience management : Orange business case
Jacob Fleming Conference 21th april 2010 Budapest
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2. Content
 Customer experience management is critical for Telcos
 Customer experience management needs a
comprehensive approach
 A different view of the business
 Specific methods
 Customer experience management is becoming a top
priority of Orange :
 Products in life management : IEW
 Product design and development
 Measure and control : NPS and maturity model
 Conclusion : customer experience a new philosophy of
business
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3. Customer experience management is a business oriented concept, not
a technology matter
What could be an industry definition :
The discipline, methodology, and process used to comprehensively
understand, measure, and manage a customer’s cross channel and
touch points exposure interaction and transaction with a company,
product, brand or service to facilitate success through a competitive
value proposition and more profitable relationship.
(Frost and Sullivan September 2009)
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4. Customer experience management is critical for Telcos!
“Technology is irrelevant to customers.
It’s all about services” :
– Level of service perceived as mediocre
compared to other activities
– Telcos are consumer product companies
– Over the last 5 years CEM has become a major
talking point
In a mature market it’s relationship
with the customer that is key for the business
and revenues
> Weight of churners market : high expectations for service
> Innovation and Differentiation : the example of Apple
> When Products are increasingly becoming commodities,
differentiation is coming from services (mobile OS)
Source: genesys white paper march 2010
> Engender operational efficiencies for reducing costs
> Hyper competition and proliferation of Value added services and devices
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5. Value is coming from being close with the customers
Main drivers for customer experience management
– Churn reduction
– Improvement of quality of service
– Process improvement
– Competitive differentiation by using large amount of data about consumer usage in product design and
sales
– Ability to understand customer’s need at a micro-segment
> Customized offers :One to one approach vs global reach
> New types of service
> Relationship of excellence : Listen, understand needs, react
– Relationship with customers is the most important thing to drive growth with new services
> Develop and test new services,
> Quality of in life management : adapt services following customer experience
> Narrow customer focus can reduce costs of marketing and operations
> Product development targeted on segment or geographies based on expectations
Restraints
– Silo focus
– Conflicting priorities
– Contradictory measures of performance and incentives
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6.  Customer experience management is critical for Telcos
 Customer experience management needs a
comprehensive approach
 A different view of the business
 Specific methods
 Customer experience management is becoming a top
priority of Orange :
 Products in life management : IEW
 Product design and development
 Measure and control : NPS and maturity model
 Conclusion : customer experience a new philosophy of
business
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7. Customer experience management requires a different view on the
business and its true assets
Customer experience is the result of all interactions of the customer with the
company :
– Customer experience derives from the service provided by the company, generally built on a product
– Complexity of solutions (devices, software, offers) gives high value to the service : installation,
customer support, problem solving
– Billing is the most visible interaction for the customer
The customer experience is the direct outcome
of a comprehensive business approach :
> Relationship
> Ergonomic and easiness to use
> Performance and quality
> Value and social status
Taking care of the customer involves
all the organization: behavior, culture
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8. Customer experience management needs specific methods
Key value drivers for the customers have to be identified :
> Identify key elements of the customer experience : nature, touchpoints,
> A question of company culture : support people enhancing customer experience
> Differentiate with competitors
Taking care of the customers needs to change the way you see the business :
> Level of forethought : design the process with the customer in forefront of consideration
> See yourself in the customer service business
> Design business process with full knowledge of the customer touch-points
> Consider what creates value from the customer’s standpoint
> Include a systematic response to address negative experiences
Effectiveness
> Variability in services interactions leads to a loss of effectiveness : six sigma approach
> Variability creates uncertainty, uncertainty leads to lack of confidence
Measure : Benchmarks and scoring
> Net Promoter score
> A wider view of scoring the maturity of the company in customer experience management
Different approaches for mass market, business and wholesale
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9.  Customer experience management is critical for Telcos
 Customer experience management needs a
comprehensive approach
 A different view of the business
 Specific methods
 Customer experience management is becoming a top
priority of Orange :
 Products in life management : IEW
 Product design and development
 Measure and control : NPS and maturity model
 Conclusion : customer experience a new philosophy of
business
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10. Customer experience management is a priority for Orange
Different approaches for assessing customer experience used by Orange
– Analysis of customer experience with existing products : identification of pains
– Questionnaire for mass market or large customers : benchmark with other service
providers
– Test of new products or services at the « think » step in product development : customer
interaction through a specific team (design unit), real commercial test (Orange Vallée)
Customer experience is becoming a top priority of the group
– A mean of differentiation with other service provider for increasing market position and
brand awareness
– Fuel for cooperation and engagement of employees
– Direct impact on operational costs and revenues per customer
Engagement of the management
– A dedicated deputy CEO for quality, customer experience and social responsibility
– A comprehensive approach involving all parts of the organization
– Shared approach with countries and delegated responsibilities
– A specific focus on customers in line with cultural mindset
– One major parameter for incentives of the management
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11. Customer experience in the product development process
TTM : a common product development process along the group :
Customer experience is used at different steps of the product design :
– Exploration (before T-1)
– Design and development (T0-T2)
– In life management (T4-T5)
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12. Customer experience management used for improving existing
services : the IEW case
 First step is to identify key customer moments alongside the customer journey
across products in order to describe key learning from the customer voice and look
at the customer journey
 This Customer Experience approach targets lower churn and customer advocacy
 Objectives with this analysis
1. Identify common customer pain points and key customers moments of truth
2. Share those conclusions with each country
3. Map conclusions (group and local) with actions (existing or to be defined)
4. Share those conclusions with product development unit for new propositions
5. Share those conclusions with quality to improve operational KPIs in relation with
customers needs
Overall context of IEW
– IEW customer base growing fast from 0,8M in 2008 to 2M in 2009 end of year
(E8 countries)
– growth of more than 40% (H2 09 vs. H2 08)
– Mobile Broadband tariff portfolio in constant extension over all European countries
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13. Internet Everywhere Customer Journey
1. Identification of the key stages of the customer journey = chapters of the customer story
2. For each main chapter key learning’s from different countries + research and study learning's
3. This description can be considered as global and generic
4. 5 key moments analysed and leading to action plans
Customer Life Cycle
Use & Evolve &
Be aware Join Set-up & first use Terminate
Get Help Renew
I buy
I use
I have a need
I want to
I get I get a I get equipment terminate
informed proposition delivered my offer /
service
I get my service active
I order
/subscribe I manage my account
I do not want
I install & configure
I manage my account anymore
I make product my product/ service
this
mine proposition
I use for first time
I Pay
I receive my first
invoice & pay it I receive my invoice, I pay it
I need help
I need help
I want to upgrade or
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14. Key elements of the customer experience (IEW business case)
Low speed , coverage and
Understand offer disconnection
presentation and how it fits Easiness to contact orange
my needs
Level of expertise of CS Technical
Eligibility: quality assistance
of 3G network
Usage monitoring tool
Synchronization of device
delivery (SIM + modem) (FR)
Quality loop: Invoice : fees are higher than expected
Delivery-Assistance
Evolve &
Be aware Join Set up & First use Use & get help Terminate
renew
Quality loop:
Get examples of usage in Calls-Interventions Proper fidelity plan
Go & minutes Installation of the
kit I can not change my offer if not
Get proper information
Compatibility of the device consistent with my experienced
concerning limitation in Go
with the laptop (brand or OS usage
Get information version)
concerning coverage
First bill shock Local responsibility
Get information
concerning speed
Product responsibility
Get information concerning
compatibility Technical responsibility
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15. 5 prioritised Customer Moments identified, common in analysed
countries
2- Talk to me in a 3- Give me options that fit
language my lifestyle
I understand • Give me what’s the best for me. Direct
• Say it simply ! 1- Make sure it works/ me to the right MBB solution
• I do not know enough about •What are the benefits and value of
usage, what means X Gbytes or Y
Manage my expectations business vs. consumer deals?
• It is not good as they promised •Embedded vs. dongle – what’s best for
minutes ?
•It is slow ! me?
•Help me with an idiot’s guide
•A quick, easy and stable connection •Tell me which contract is right for me
•Help and care, don’t sell
•A quick and easy self start up (with clear, up front discussion in
•I do not know exactly what the
•Make sure I get coverage where I need it internet usage language)
package consists of.
•Make it easy for me to get help
•Tell me what to do if it doesn’t work
4- Help me understand
5- Give me the flexibility
how much I’m using &
to change my deal
keep an eye out for me • Give me a solution that works and
• I need to know what my usage change it if it doesn’t
Service Performance
limits are in reality Customer Support •Give me flexibility in my package
•A clear bill total and costs if I go Set-up and Start-up • Today I do not renew due to speed
over and cost.
•Help me keep track of my usage
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16. 2- 3-
Support 1-
4- 5-
1- Make sure it works :
relationship issues
•Tell me what to do if it doesn’t work
 Reasons to contact orange
 Service Performance, Network coverage
 Equipment issues , PC
 Installation assistance
 Billing
“The customer services should give a
better enquiry and should not leave
 Delivery
peoples waiting for hours... they should
not hang up the phone on us. The training Relationship :
for the staff should be better, they know Easiness to contact orange
nothing”  Channels to contact CS: 30% by web (mail+online) and 70%
by phone
“Customer service is very bad, too many
transfers, and when they don't know the
 IVR choice is not simple for a customer and waiting time
answer they hang up, orientation should before being answered is judged too long
be better, I'm going to the concurrent”  71% succeeded to get through CS on the first attempt over
the phone during their last call and 64% rated CS as “Very/quite
“We do not have a good relationship with easy to understand”
the after sales service”.
•Perception of the support
“The technicians are not able to inform us
 Customers felt a lack of knowledge from support (CS),
very well”. confirmed by a poor level in diagnosis and advice.
 Customers are not satisfied with CSR (France)
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17. Customer experience management is a tool for product development
Design is focused on superior customer experience :
– Orange built a design factory for all group products
– A new way of considering design
– A common approach
Customer experience is taken into account at the different steps :
> Opportunity
> Design itself
> Usability tests
> Process and interactions : customer journey, ordering, support, billing
Look and feel Orange
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18. The design is focused on superior customer experience
“Classic” marketing vision of design “Superior experience” vision of design
Design as an afterthought Design embedded in the whole process
only for packaging
"works
perfectly!”
Functional – Technical – Emotional-
Function
Technological
innovation
Design &
marketing
what it
does?
+ how it
does it ?
+ how it makes
you feel?
"I want it!" "that's
what I "I love it!"
needed!“
More premium and market success through More premium and market success through a
external design and marketing “bells & wistles” design & marketing story grounded in superior
Weakness: Functions & Technology don’t support experience
the design; customers have an unfulfilling experience
« In the first instance, a well designed product fulfils
the purpose it was designed for; equally important though,
a product that gives a level of enjoyment in its use,
be that tactile, aesthetic, technological or better still all three”

19. Usability skills invested early in the TTM process : the co creation
concept
Development Launch preparation
Anticipation Post launch (T4)
(T-1 - T2) (T3)
1
Innovation
vision and
priorities (GFI Final test and country
Explore /Innovation Plan) “handover”
customer
5
needs and
Post T-1 new product and
In life product management 6
high level T-1 service definition and
and evolution
opportuniti development
es
Pre-T1 concept 2 3 4 “Storytelling” (Collection)
development
2
1 Exploratory research 3 Quick prototyping and 5 Product discovery 6 In-life product
– Idea generation at co-creation (before T1) co-creation Co-creation
“grass-root” level – Feedback and co-
(unguided) – Usability testing – Identify key product
development of
– Fine-tune offers & evolution needs/
advanced concepts to
opportunities
feed specifications experience
(incremental or
2 Early co-creation 4 Experience co-creation – Argument new disruptive)
– Explore early (before T2) products
– Feed TTM2
concept design – Detailed experience &
interaction
* When high financial stakes for development needed, qualitative testing techniques can be complemented with quantitative market research

20. The “Process” approach is based on customer experience
Corporate level Local level
 Prospecting analysis on interfaces  In-country “transactional/execution
− Contribution to relevant projects activities” requiring local proximity,
− Identification of best practices including…
− Insight on usability/user behaviour to drive  Local content
 Localisation of
product concepts. global products  Portal channels
 Monitor competition  Guidelines for  Customer service, marketing campaign
 Facilitate interactions between projects and fixed, mobile and and retail integration
TV design to be  In-life operations
countries through quick prototyping executed at
 Follow roadmap of new services and country level
interface releases  Mutualisation of
best practice
 Design and recommend user journey developed in-
experience, designs and user interface country
for in-life and new products
 Validate internally products as being
“Orange Interface compliant”
 Provide guidelines for countries and 3rd
parties

21.  Customer experience management is critical for Telcos
 Customer experience management needs a
comprehensive approach
 A different view of the business
 Specific methods
 Customer experience management is becoming a top
priority of Orange :
 Products in life management : IEW
 Product design and development
 Measure and control : NPS and maturity model
 Conclusion : customer experience a new philosophy of
business
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22. Measuring for improving : Benchmark and maturity model
Net promoter score (NPS)
– Independent polls performed in 8 european geographies :
> All operators of each country
> Fixed, mobile and broadband services
> Different activities assessed : order fulfillment, installation, customer service
– One single figure used for comparison : % difference between customers who
would recommend their existing provider and those who would not
> Very sensitive indicator
> Easy link between actions and results
Maturity model
– How customer perceive their relationship determines
brand loyalty and potential profitability :
– Create unique and personalized experience is critical for growth Ex. France Source Millward Brown
> Shape the customer’s view of the relations 2009
– Need for the organization to understand its performance regarding CEM :
> Define the model linked with business strategy, based on Customer experience capabilities
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23. Maturity model is a tool for managing CEM
A tool for assessing company performance in CEM :
– Help the company gain understanding of its level of performance
– Create a framework, a way to define the improvement needed and the company
priorities focused on company objectives,
– Place the company in situation for success by creating a common language and a
shared vision
– Have a tool to monitor the progress made in customer experience and compare
with peers
– Ultimate goal is to become a company of reference for the industry
How to proceed?
– A methodology for assessing maturity and for benchmarking
– Based on objective measures and auto-assessment by a list of questions :
> results (KPI) : churn, customer satisfaction, number of complaints,
> Quality of services, satisfaction of customer expectations, attractiveness of new customers
> Sustainable value generated for all stakeholders : customers, staff, shareholders
– 5 levels : reactive, managed, efficient, predictive, leader (Based on methodology defined by
CPP in France, other models exist, mainly CXm model of Chordiant)
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24. The five levels of maturity in customer experience management
Reactive :
> the company performance is based on good will
of its employees and managers
Managed
> Some elements exist which allow local improvements
Efficient
> Global approach which gives assurance on results, results are obtained at a competitive cost for
customer satisfaction and quality of service, continuous improvements proceeding is managed
Predictive
> Operational management of customer experience in place, control of main levers allow to manage
and anticipate customer satisfaction level
Leader
> The company is a reference for the industry, benchmarks show it is leading, customer recognize
the quality, it is able to transform following customers expectations, breaking innovation and
improvements are managed
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25.  Customer experience management is critical for Telcos
 Customer experience management needs a
comprehensive approach
 A different view of the business
 Specific methods
 Customer experience management is becoming a top
priority of Orange :
 Products in life management : IEW
 Product design and development
 Measure and control : NPS and maturity model
 Conclusion : customer experience a new philosophy of
business
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26. Looking ahead of customer experience management
Challenges for Telcos :
– Strategy : dealing as a service company, changing into a service driven culture
– Organization : lack of business owner, lack of transversal cooperation (silo),
alignment between corporate and divisions, building a sustainable operating
model
– Process : capability to solve problems, conflicting objectives
– People : building consensus between many different stakeholders, buy in from
senior management, change mentality and behavior
Stakes and opportunities
– CEM is a major lever for growth and transformation, in an european saturated
market or in fast growing markets
– Leadership buy in at the start
– Understanding operational stakeholders
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27. Many telcos are considering CEM as critical for business success
According to a study made in
September 2009 by Frost and
Sullivan on 12 European Telcos
CEM concept is about winning
the interest of senior
management :
Commonly transversal to all
the organization : focus on
CEM can help to build a more
coherent management
CEM require a strategic
investment mentality (belief in
long term profitability)
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28. Main conclusions
Most of Telcos have to move from a technology driven mindset to a
people driven mindset
Customer Experience Management is a lever for 2 fundamental issues :
– Best alignment on the evolving expectations of the market
– Adaptation of internal organization to support a customer focus on quality and
service
A philosophy for doing business : Take care of your customer it is your
main asset.
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29. Back up
TTM process
Detailed analysis of IEW in life management (example)
Auto-assessment questionnaire
Trends affecting CEM
Main references used for this presentation :
– Frost and Sullivan : customer experience management a business imperative (09/2009)
– Chordiant : Customer experience management (2008)
– The IEW case (Orange 2009)
– TTM presentations (Orange 2009)
– Processus, la voie de la performance, un modèle de maturité, club des pilotes de processus, Hermès Lavoisier (2008)
– The cost of poor customer service (Genesys Asean White Paper 2010)
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30. Focus offres avec développement : offre intra OPF
Parti pris issu du chantier usine (OPF) : rôle entre intégration SI et plateforme
Innovation structurante
Nouvelle offre simple J-130 J-90 J-60 J-30 J
avec développement
Confirmation de
l’inscription à la
période co
Revue de pré- Revue Revue de Revue de
Revue de Revue de
opportunité d’opportunité développement lancement bilan
conception commercial
T-1
T-1
offre T0
T0 T1
T1 T2
T2 T3
T3 T4
T4
offre
Instance T-1
T-1 T0
T0
marketing:
projet projet
FUT
CODOF projet projet
T-1
T-1 T0
T0 T1
T1 T2
T2 T3
T3 T4
T4
SDB
(DTF / DPF): Engageme
nt sur la
date de T3
Inscription à une
période co

31. 2- 3-
Service recovery experience 1-
4- 5-
5- Give me the flexibility
to change my deal
• Give me a solution that works and Most of the Orange respondents are fairly new users of the
change it if it doesn’t IEW
• Give me flexibility in my package  28% of existing Orange MB customers are the least
• Today I do not renew due to speed likely to renew MB contracts/usage
and cost.  Only 36% of Orange customers are very unlikely to
renew or keep using mobile broadband
 24% of Orange customers are unlikely to renew their
IEW access
 Reasons of no renewal
 Does not fit customers’ needs
Deceptive Experience Reasons
Primary Reasons Secondary Reasons Tertiary Reasons
Slow connection speed (48%) Staying connected (31%) Getting connected (21%)
Expense (45%) Churning network (30%) Network problems (19%)
Too small usage allowances (18%)
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32. Basic components of auto-assessment questionnaire
Identify main points of impact for CEM
– Operational domains : Customer response management, sales activation and
order handling, provisioning, billing, contact centers, product design and
marketing,
– Transversal domains : service assurance, service quality management, operational
performance management, risks and variability monitoring, innovation and
continuous improvements, brand management, corporate governance and
strategic alignment
For each domain the level of maturity is evaluated :
– 4 types of questions : relationship, ergonomics, performance, value for the
customer
– Each question evaluated on 5 levels
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33. Trends impacting CEM
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