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Value Creation and Customer Experience Management in Mobile VAS for an Enhanced Customer Journey

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Value Creation and Customer Experience Management in Mobile VAS for an Enhanced Customer Journey

Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support

Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support

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Value Creation and Customer Experience Management in Mobile VAS for an Enhanced Customer Journey

  1. 1. Value Creation and Customer Experience Management in Mobile VAS for an Enhanced Customer Journey By ALI Saghaeian Chief Analyst & Consultant Telecoms, IT and Media Ali.Saghaeian [at] gmail.com
  2. 2. Objectives • How to Map the Customer Experience and create Value • What are the main Objectives for Customer Experience Management (CEM) • Comparing Traditional Customer Service vs. Next Gen Proactive Support • Looking into economic principles for Superior Customer Experience • Understanding Customer Issues and moving through Customer’s Journey Ali.Saghaeian [at] gmail.com
  3. 3. Agenda • The primacy of the customer experience is taking root • Mapping the Customer Experience • Customer experience as an ecosystem play • Top business and process challenges for customer experience programs • Deepen engagement over the lifecycle of the customer • Importance of Self Service in better customer experience Ali.Saghaeian [at] gmail.com
  4. 4. The primacy of the customer experience is taking root Progress towards digital transformation Source: Ovum | TMT intelligence | informa 13.3% 14.0% 15.1% 15.2% 22.8% 27.1% 28.1% 26.9% 30.0% 28.8% 33.7% 33.4% 35.7% 35.3% 32.3% 27.8% 30.2% 29.8% 29.3% 31.3% 20.0% 16.8% 17.5% 18.2% 14.9% 15.9% 12.9% 11.4% 7.2% 7.8% 7.5% 10.2% 6.5% 7.2% 6.2% 5.0% 5.8% 4.0% 3.5% 4.9% 5.1% 4.4% 2.8% 3.8% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Transform IT capability Modernize legacy systems Build the modern workplace Adopt cloud services Exploit business information Connect the physical world Manage security, identity and privacy Enhance customer experience Percentage of respondents Progress towards digital transformation Complete Well advanced In progress Early stages Not started Not relevant Ali.Saghaeian [at] gmail.com
  5. 5. Mapping the experience W eb IVR Live Chat Email Agent Events Social Media Surveys Feedback Calls Customer Service Operations Sales Management Marketing Product Mgt Customer Experience Human Resources Mobile Applications Ali.Saghaeian [at] gmail.com
  6. 6. Why bother engaging with YOUR customers? • If you don’t, your competition will! • Who will be your most fierce competition next year? Ali.Saghaeian [at] gmail.com
  7. 7. The way we engage our customers needs to change as a result of the shift to digital Empowered and demanding: personalised content and differentiated experiences are key ‘Always on’: have constant access to news and information Increasing their expectations: companies must engage digitally Pioneers: embracing new technology at high speed Networking: using digital tools and platforms to build cross-border networks Today’s customers are... Ambitious: keen to harness the power of digital to further their careers and development Ali.Saghaeian [at] gmail.com
  8. 8. Customer Service Vs Customer Experience Customer Service Customer Experience Happens only when there is a problem Overall perception A point The line What the organization does What the customer thinks An event A feeling Covers 3 marketing P’s: people, physical evidence, process Covers 7 marketing P’s: people, physical evidence, process, product, price, distribution, promotion Transactional and quantifiable Subjective and experiential Ali.Saghaeian [at] gmail.com
  9. 9. Customer experience is an eco-system play Operator's Network Radio network, backhaul, coverage etc Subscribers Subscriber usage behaviour and Personalization Devices Device behaviour, quality, battery performance Environment Location, weather conditions and other external factors Applications App behaviour, performance Operating System Operating system stability, usability etc Ali.Saghaeian [at] gmail.com
  10. 10. The main objectives for Customer Experience Management (CEM) are: 6 Improving operational efficiency and quality •Understand issues and challenges •Use SQM as a key part to ensure operational quality levels •Allow proactive and “real-time” decision making Enhancing customer touch points •Integrate different metrics to allow a holistic customer view •Provide a seamless experience across the different touch points •Understand and manage the customer journey 3.Supporting differentiation & new business models •Differentiation and monetization support •Consulting and libraries of actions/ use cases/ experience packages •Data and profile brokering Ali.Saghaeian [at] gmail.com
  11. 11. Traditional customer service vs. Next Gen proactive support Interaction type Traditional reactive post-sales customer interactions Pro-active pre- and post-sales customer interactions Channels Inbound telephone customer care Inbound service-to-sales Outbound telesales Email Pro-active web chat Click-to-call Chat-to-Voice escalation Interaction triggers None Individual customer journeys Behavioral attributes Purchase and experience history Value at stake Customer lifecycle attributes Approach “Waiting for the phone to ring” or email to come in “Reaching out to customers in need, targeted and contextualized” Cost & ROI Cost per minute, regardless of sales conversion Unit based and variable compensation model ensures positive ROI Ali.Saghaeian [at] gmail.com
  12. 12. Customer Experience Management (CEM) is a key milestone for Telecom Operators Please rank in order of importance the operational issues that communications service providers must address in the next three years Ali.Saghaeian [at] gmail.com
  13. 13. Understand your current state and aim for the next level of maturity Customer-Adaptive CEO, board level sponsorship, enterprise-wide commitment Focused on: • New business models • Continuous innovation • Anticipating the future • Disruptive force Customer Experience Coherence as an organisation Omnichannel CX CEO, board level sponsorship, enterprise-wide commitment • Customer journey’s mapped • Integrated channels • Context 360 Multichannel Basic integration between systems but siloed mentality and product/cost driven Departmental Departmental silos, Fragmented CX Class leading Ali.Saghaeian [at] gmail.com
  14. 14. Organizations are largely disconnected from their customers, putting their futures at risk Critical areas of weakness identified  Leadership ‒ Slow decision-making, suggesting command-and-control is still prevalent  Partially engaged workforce ‒ Lack of empowerment or concern for their aspirations  Weak sensing capabilities ‒ Largely flying blind as lack both insight and foresight  Fragmented/disjointed customer experience ‒ Insufficient to meet rising customer expectations of what a good experience should be – a bolt on approach to technology  Innovation is haphazard ‒ No disciplined broad- based innovation management capability in place = hostage to fortune  Poorly aligned, overly complex & disconnected mission critical processes ‒ Negative impact on productivity and efficiency & critical information flows  Lack an adaptive enterprise architecture ‒ Held back by legacy systems and ad hoc IT approaches. User experience is not consumer-grade level Ali.Saghaeian [at] gmail.com
  15. 15. Consumers expect a personalized experience 1 - Teradata & Celebrus Research 2015. 2 - Location Score Index (Q1 2025) Thinknear via GPS Business News Poor Monetization Efforts can be Damaging 1. Teradata & Celebrus Research 2015. 2. Accenture Personalization Survey 2015 Nearly 60% of consumers want real-time promotions and offers.2 63% of consumers across every age group like to receive personalized offers.1 Only 37% of geo-tagged mobile ad impressions are within 100 meters of the user’s true real-time location.2 77% say they would take action to poorly personalized experiences.1 Ali.Saghaeian [at] gmail.com
  16. 16. Customer experience – various sources of complexity can make solutions difficult Complexity of products Pricing complexity Switching processes Contractual restrictions on ability to switch Imbalance between parties’ rights & obligations Bundled services Importance of services The complexity of products and speed of change means that consumers may find it difficult to understand the products they are buying and to compare them in order to reach a purchasing decision. Pricing complexity can make choosing the best deal difficult. These can lead to poor consumer experiences and result in harm to consumers who attempt to switch (and/or port their number). This can be a feature in mobile markets where there are low incentives on CPs to agree to switching processes that are good for consumers. There is an increasing trend towards CPs seeking to introduce contractual restrictions on customers’ ability to switch e.g. longer minimum contract periods (‘MCPs’) and penalties if they wish to exit the contract during this period. W here both parties to a contract have equal information and resource, they will also have equal ability to negotiate terms and to enforce. However, in consumer-to-business contracts this is not the case. It is often difficult to understand the implications of small print. The growth of bundles can generate valuable upside for consumers, but can also serve to exacerbate many of the issues identified above. The growing importance of communications services such as mobile to enable citizens to take full part in society and the economy has drawn attention to gaps in provision or take-up where there has not been a commercial case for CPs to invest and provide service. Ali.Saghaeian [at] gmail.com
  17. 17. Top business and process challenges for customer experience programs Getting a holistic view of the customer Understanding customers’ needs Providing responsive support Understanding account profitability Meeting SLA conditions Providing customized solutions/products Bringing new products to market Process complexity Management support Account Management Partnering with others in the value fabric Agreement of core metrics Ali.Saghaeian [at] gmail.com
  18. 18. Telcos are in the early phases of improving & managing CE Has you organization deployed any of the following customer experience management projects? Source: Ovum | TMT intelligence | informaIntegrating social media analytics with CRM Speech analytics Contact center analytics Digital marketing/marketing automation Mobile device tracking and profiling Social media and Big Data mining Order-to-activation Multi-channel routing Feedback and surveys (voice-of-customer) Setting up service monitoring/ operation centers Integrating inputs from OSS/BSS into CRM Fully deployed Trialing Planning Considering use, but no firm plans Not considering Ali.Saghaeian [at] gmail.com
  19. 19. Successful enterprise innovators have 10 attributes in common Leadership Prioritize and foster innovation – remove barriers, provide resources/time, set challenges and priorities, enable Deep insight and foresight Market-led insights, current voice of the customer (VoC), and horizon scanning of emerging technologies Coherent innovation strategy Determine where and how to innovate. Select markets in which to compete/engage. Cast ideation net wide: crowdsourcing, coinnovation Balanced innovation portfolio Healthy mix of sustaining and disruptive innovation – products/services/customer experience and business models Adaptive planning Continuous versus annual planning cycle. Rapid allocation of resources for disruptive innovation Dedicated innovation team Dedicated team to act as catalyst and 100% focused on innovation Formal innovation management Coherent process from ideation through to selection, prototyping and launch, and product lifecycle management Culture Foster experimentation; fail fast, succeed sooner philosophy; agile approach Highly collaborative Across the enterprise, and with customers, partners, and suppliers Relevant ecosystem Innovation partners, venturing and options, incubation with entrepreneurial start-ups Ali.Saghaeian [at] gmail.com
  20. 20. Deepen engagement over the lifecycle of the customer Use cases Pricing: Recommendation: Bundled pricing plans Location based pricing Acquire Grow Retain W inback Incentives for the first top-up Discount on VAS trials Real-time Offers Personalized real time offers Next best offers Data/VAS/mMoney promotions Location based offers Churn control: Churn propensity scoring Customer experience optimization Winback campaigns Service/content recommendations Loyalty programs Tenure based personalized rewards Rewards & incentives: Ali.Saghaeian [at] gmail.com
  21. 21. Your Customer’s Journey Should Be Like This…. 9 1. Provide me with relevant and timely information 2. Tailor my engagement based on past interactions 3. Personalize offer to my budget and needs 6. Personalize my services on demand 7. Help me manage my services/spend 8. Share my experiences 5. Deliver right first time and every time 4. Keep the contracting process simple Ali.Saghaeian [at] gmail.com
  22. 22. Importance of Self Service in better customer experience New support paradigm for customers SATISFACTION DISSATISFIED CUSTOMERS ✔ Self Service customer support ✗ TRADITIONAL CHANNELS: Online, call center, Point of sale On device Self service - Quick Fixes - Personnalized support - Seemless user journeys - Self-service (no waiting time) - Qualified order bookings Still not migrated to Self-Service support Ali.Saghaeian [at] gmail.com
  23. 23. Right Message, Right Time, Right Location Brazil UK 55% 78% US UAE 63% 68% The messages you receive are not in line with your areas of interest Communicate with your customers at the precise MOMENT and LOCATION when it offers the most value Only mobile devices can deliver relevant experience! Ali.Saghaeian [at] gmail.com
  24. 24. Look into economic principles for superior customer experience Match right product to right customer Implement 3rd degree price discrimination Increase producer’s surplus by recommending right plan/pack to right segment of users based on their price elasticity Reduce dead weight loss in operator’s favour Demographic segmentation to identify price conscious users Send promotions at right time Price inelastic Price elastic Customer’s state of mind changes with the time of the day and day of the week Channel preference and location also changes with the time Build 360° customer profile Identify user’s interest , liking, usage behavior , etc to recommend right kind of product to the user Superior Customer Experience Personalization and Recommendation Bring together Buyer and Seller Ali.Saghaeian [at] gmail.com
  25. 25. RECOGNIZE INDIVIDUAL TRAJECTORIES Identify structure in routine Do video chats Location Reading mails Location Individual Places Life Pattern Streaming Music 8 am 10 am 12 am 14 pm 16 pm 18 pm use App‘s xyz Home A School Shop Office Home B Ali.Saghaeian [at] gmail.com
  26. 26. Understand Customer Issues: An Example of Telefónica Germany – “Get into the customers shoes” Customer Experience Trail Start: Telco is not the centre of our customers life Introduction of customer roles TP “Attract”: Experience of the information overload TP “Information”: Address different information channels TP “Buy”: Address importance of customer need based consultations TP “Bill”: Experience bill as important tool to reassure buying decision TP “Use”: Address how important user-friendly services are TP “Help”: Experience the customers frustration over unsolved problems TP “Lifetime:” Address the importance of using customers language and a customer dialogue TP “Cancellation”: Experience the cancellation process Ali.Saghaeian [at] gmail.com
  27. 27. Results Being Realized by World-Class CSPs 2.6 Weeks of deal validation is reduced to few hours 4 Days reduction in time-to-configure and 2 days reduction in timeto- price a quote 91% Reduce in order fallouts 96% Achieve in SLA compliance 5% Of annual ME revenue are recovered from revenue leakage 10% Reduce in number of days of order to bill cycle Ali.Saghaeian [at] gmail.com
  28. 28. With Essentials2020, Orange is moving forward in a strategic ambition focused on Customer Experience Ali.Saghaeian [at] gmail.com
  29. 29. Conclusions and recommendations CEM is all about driving profitable growth by focusing on the customers rather than the internal challenges CEM demands a holistic approach. It is not only about technology and processes, it is about building a customer-centric organization Start small – It makes most sense for operators to initially focus on CEM as an enabler rather than a differentiator Ali.Saghaeian [at] gmail.com
  30. 30. Moving from 4 seconds to 2 seconds: success is a team of measures all working together to drive an outcome Ali.Saghaeian [at] gmail.com
  31. 31. Sociodemographics, Mood, location and predictive behaviour CAN YOU COME UP WITH SERVICE IN FEW MINUTES? KNOWLEDGE OF ONE OR MORE MOBILE USER IS VERY STABLE & IN ca. 95% of the cases true from MON-FRI 9 SOCIODEMOGRAPHICS & INTERESTS CURRENT AND HISTORICAL BEHAVIOUR, MOOD, NEEDS CURRENT & FUTURE ABSTRACT LOCATION  Current: At Home  Future (30min later): Restaurant  + Typical movement patterns  Current: Listening music & talking to friends  Current Mood: Happy  Current Need: Hungry  + Typical Behaviour patterns  Age: 25  Gender: male  Relationship status: single, no child  Country & Language: Germany, german/english  Interests: Soccer, Cars, Art Ali.Saghaeian [at] gmail.com
  32. 32. Any Questions? Ali.Saghaeian [at] gmail.com

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