Companies can benefit from providing self-service in many ways: increased customer satisfaction, reduced costs and better sales conversion rates. The question therefore is not whether to implement self-service but how to implement it effectively. Reviewing what other companies are doing is a first step in the right direction, but it is particularly important to keep in mind that one size does not indeed fit all.
Self-service involves far more than logging into a portal or using an app; self-service encompasses a complex architecture of various channels, multi-channel links and functions. Achieving excellence means mastering the interdependencies and optimizing the architecture and processes in the right place, at the right time and in the right way.
In the presentation, I’ll provide you with the key principles that make a great self-service experience, alongside a number of best practice examples from different industries.
In the presentation, I’ll provide you with the key principles that make a great self-service experience, alongside a number of best practice examples from different industries.
since the syllabus of M.Com in the Bangalore University, Bangalore, India has changed suddenly to make the commerce pursuant competitive with the M.B.As, the expectations of lecturers have also raised high. quite high indeed! so i thought of putting up a ppt done by my friend on mobile advertisement. hope you will find it useful. thanks!
Mobile Self-Service: The Next Generation of Customer ServiceMichael Chou
Presented at Salesforce.com Dreamforce 2013
Presented by:
Michael Chou - Director of Product Management @ Salesforce.com
Daniel Walsh - Director of User Experience @ Salesforce.com
Guest Speakers:
Mary Pat O'Toole - Director of Sales Resource & Development @ Avis Budget Group
JP Regit - CoE Lead @ PwC
Unified MVAS or Messaging solutions enable optimization of business processes by reducing the human latency that exists within a process flow. Corporates need to envision the need of unified communication and enabled processes for faster growth.
Download TeleOSS Whitepaper which offers router, hub, controller, two-way communication & SMPP gateway messaging solutions for your business.
Presentation to Social Media World Forum on monetising mobile social media.
In summary: look at emerging online monetisation and do what is right for your target users
Making money on mobile: acquisition, retention, monetizationWarply
A presentation by John Doxaras, CEO of Warply.
It includes an overview of the mobile marketing ecosystem in Greece and worldwide, useful insights on customer lifecycle value, highlights and real cases of successful practices, infographics and more.
Hosted at Founda.tion and its Educ.ation class, an educational platform aiming to help young people develop their knowledge and skills in the field of entrepreneurship.
Depend on the nature of your end-users, their communications skills and platforms are variable; You therefore need to have a number of channels open to claimants. SMS is proving to be the most effective method of communication in the Healthcare sector.
Why is mobile prime for B2Bs? What are the many reasons, benefits and rationale for leveraging mobile with business audiences? Find out all in this presentation. For more info, go to: www.ck-blog.com
Welcome to Mobile App Developers India, We are a UK based software development firm with a team of 30 app developers in Mumbai, India. Our dedicated team develop across all major platforms including iOS, Android, Blackberry and Windows Phone.
since the syllabus of M.Com in the Bangalore University, Bangalore, India has changed suddenly to make the commerce pursuant competitive with the M.B.As, the expectations of lecturers have also raised high. quite high indeed! so i thought of putting up a ppt done by my friend on mobile advertisement. hope you will find it useful. thanks!
Mobile Self-Service: The Next Generation of Customer ServiceMichael Chou
Presented at Salesforce.com Dreamforce 2013
Presented by:
Michael Chou - Director of Product Management @ Salesforce.com
Daniel Walsh - Director of User Experience @ Salesforce.com
Guest Speakers:
Mary Pat O'Toole - Director of Sales Resource & Development @ Avis Budget Group
JP Regit - CoE Lead @ PwC
Unified MVAS or Messaging solutions enable optimization of business processes by reducing the human latency that exists within a process flow. Corporates need to envision the need of unified communication and enabled processes for faster growth.
Download TeleOSS Whitepaper which offers router, hub, controller, two-way communication & SMPP gateway messaging solutions for your business.
Presentation to Social Media World Forum on monetising mobile social media.
In summary: look at emerging online monetisation and do what is right for your target users
Making money on mobile: acquisition, retention, monetizationWarply
A presentation by John Doxaras, CEO of Warply.
It includes an overview of the mobile marketing ecosystem in Greece and worldwide, useful insights on customer lifecycle value, highlights and real cases of successful practices, infographics and more.
Hosted at Founda.tion and its Educ.ation class, an educational platform aiming to help young people develop their knowledge and skills in the field of entrepreneurship.
Depend on the nature of your end-users, their communications skills and platforms are variable; You therefore need to have a number of channels open to claimants. SMS is proving to be the most effective method of communication in the Healthcare sector.
Why is mobile prime for B2Bs? What are the many reasons, benefits and rationale for leveraging mobile with business audiences? Find out all in this presentation. For more info, go to: www.ck-blog.com
Welcome to Mobile App Developers India, We are a UK based software development firm with a team of 30 app developers in Mumbai, India. Our dedicated team develop across all major platforms including iOS, Android, Blackberry and Windows Phone.
Mobile shopping app UX guidelines - Shopping User Experience in AustraliaObjective Experience
Build a Competitive Mobile shopping app user experience!
Advances in technology are changing the way customers shop for and purchase products in-store. According to Nielsen’s Digital Global Shopping Report, 61% of Asia-Pacific respondents (including Australians) conducted household grocery shopping research online in the last year alone. Smartphones, in particular, have become an important pre-shopping tool for customers to conduct activities traditionally completed in-store.
Activities such as comparing prices and products, checking product availability, looking for coupons or specials, and reviewing product descriptions and nutritional information can be done before customers have even left their house. It is therefore imperative that retailers shift their strategic focus and harness new opportunities to serve their customers in ways that go beyond the traditional exchange of goods.
Most grocery retailers have at least one mobile app, however, the question arises: Are they actually meeting the needs of their customer? In this whitepaper Objective Digital conducts an in-depth comparison between the mobile apps of Australia’s top four grocery retail chains; Aldi, Coles, IGA and Woolworths.
We undertook:
- Competitive usability review
- Mobile app eye tracking usability in Sydney
and prepared
- Mobile shopping app heuristics
- Mobile shopping app guidelines.
Mobile Deep Linking for Apps – What? Why? How?Branch
Why mobile deep linking matters, what deferred and contextual deep links are and how you can use Branch Metrics (branch.io) mobile deep links to grow your app and power referral systems, sharing links, invites and marketing links with full attribution and analytics. Learn more about free, open source mobile deep links at https://branch.io.
NPSAPPS began in 2012 and is part of a larger organization that has been in business since 2001. The NPSAPPS team is focused on your business. We have put together a program that will take your business to the next level. Digital marketing, digital advertising and branding are the future – and the future is here today! Everyone has a smartphone. iPhone, Android and other smart phones make up 70% of the cell phone market today – and that number is growing. Apps for businesses is something innovative and should be a part of your digital footprint.
NPSAPPS is not only going to design your app, we are going to assist you in marketing your app so you can get your business in your customers smartphones! Our apps are are affordable, feature rich and innovative! An app will help you build loyalty, brand your business and much more!
Should you invest in native mobile apps, bots or web apps? This presentation gives examples from different business areas and discusses the reasons to choose between native apps and web apps. Also it covers few latest examples of Facebook Messenger bots.
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCognizant
In the digital sphere, customer behaviors, organizational structures and entire business models are rapidly changing, compelling CIOs and CMOs to collaborate closely and often, and focus on the common goal of delivering consistent and exceptional customer experiences from day one.
Version April 26, 2000Sunil Chopra is the IBM Distinguish.docxjessiehampson
Version: April 26, 2000
Sunil Chopra is the IBM Distinguished Professor of Operations Management and Jan Van Mieghem is an Associate
Professor of Operations Management; both are at the Kellogg Graduate School of Management at Northwestern University.
Both are co-authors of "Managing Business Process Flows" (Prentice Hall 1999). Professor Chopra also is the co-author
of the new textbook "Designing and Managing Supply Chain Flows," (to be published by Prentice Hall), which inspired this
article.
Copyright 2000. All rights reserved, contact [email protected]
1
WHICH E-BUSINESS IS RIGHT FOR YOUR SUPPLY CHAIN?
by Sunil Chopra and Jan A. Van Mieghem
(Forthcoming in Supply Chain Management Review)
The Internet is revolutionizing the way companies
conduct business. Or is it? We argue that the value of
the Internet for a firm is strongly dependent on the firm’s
industry and on the strategy it pursues. A survey of firms
with an online presence displays wide disparities in
performance. While Dell has successfully used the
Internet to boost revenues and earnings, Amazon lost
$585 million on revenues of $1.6 billion in 1999. Firms
that fully exploit the revenue enhancements and cost
reduction opportunities offered by the Internet and
optimally integrate e-business with existing channels are
likely to be the big winners in the Internet age.
The Role of E-business in a Supply Chain
E-business involves the execution of business
transactions over the Internet. Companies conducting e-
business perform some or all of the following activities
over the Internet across the supply chain:
• Providing product and other information
• Negotiating prices and contracts
• Placing and receiving orders
• Tracking orders
• Filling and delivering orders
• Paying and receiving payment.
All these activities have been conducted in the past using
existing "channels" such as retail stores, sales people, and
catalogs. For example, companies like Lands End and
W.W. Grainger have used catalogs to provide product
information to customers.
Companies have used the Internet in a variety of
ways to enhance supply chain performance. Dell uses the
Internet to display all its product options to customers.
Companies like Solectron and Ford have used the
Internet to increase collaboration in product design. UPS
and Federal Express have used the Internet to allow
customers to track their packages.
Our goal is to characterize how different firms can
best use the strengths of the Internet to enhance the
performance of their supply chains. We argue that the
answer is industry and strategy specific and propose a
simple framework that managers can use make this
decision.
A Strategic Framework to Evaluate Supply Chain
Opportunities from E-business
The framework starts from the premise that supply chain
decisions must be evaluated in a strategic context based
on the answers to the following three questions:
1. What is your firm's desired strategic position?
2. Give ...
Why companies should care about e-care, Digital customer service is now a strategic imperative, but its adoption is hampered by weaknesses in delivery strategies and incomplete measurement of its effectiveness
As the notion of Web-enabled self-service matures, organizations must be sensitive to customer expectations for relevant information and problem resolution across channels in order to optimize costs and deliver a consistent user experience.
The following presentation examines trends and best practices in Self Service, with respect to consumer trends, company strategies, tools and best practices in various industries.
We have reviewed the following types of Self Services:
Unassisted Self Service - where a customer can complete a transaction / receive the support he/she needs without requiring a human agent’s assistance at all. For example: online booking and ordering, online fund transferring, etc.
Assisted Self Service - where the customer can access the service at his/her own terms, but does require a human agent on the other side, for example: video tellers / conference calls, live chats with a live agent, email / SMS to an agent, etc.
Bring Agility in your Customer Service through Low code adoption and improve ...LCDF
Bring Agility in your Customer Service through Low code adoption and improve customer engagement.Creating Frictionless Customer
Service Applications with a Modern Development Platform.
Identifying and Evaluating Winning IT ServicesCognizant
Evaluating IT services is notoriously tricky and increasingly essential. We present a guide and several equations for a service measurement continuum based on ease of evaluation of a given service and taking into consideration perceived benefits and costs (monetary and nonmonetary) as well as intangible factors
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
Presenting the second paper in the series 'Multi-channel Customer Management' that delves deep into the design, deployment, coordination, and evaluation of customer interaction channels enterprises can and should leverage.
Der Anspruch der Kunden beim Automobilkauf wächst kontinuierlich; individuelle Beratung beginnt nicht erst beim Händler vor Ort, sondern bereits online. Für die Hersteller und Händler bedeutet das einen Paradigmenwechsel: Weg von reiner Produktpräsentation, hin zu einer bedürfnisorientierten Online-Beratung!
Nachdem wir im September 2015 in unserer Studie „Online Leadmanagement im Automobilhandel 2015“ die Automobil Hersteller- und Händlerseite beleuchtet haben, beleuchten wir in der zweiten Studie aus unserer Automotive Reihe die Kundenbedürfnisse im Online Lead Prozess genauer. Mit „Generation Digital – Was der digitale Automobilkunde heute von Herstellern und Händler verlangt“ untersuchen wir insbesondere folgende Fragestellungen:
- Was sind die entscheidenden Faktoren für Kunden bei Online Anfragen und bei Probefahrten im Allgemeinen?
- Welche Kontaktkanäle bevorzugen sie und welche Art von Endgeräten verwenden sie dafür?
- Auf welche Parameter müssen Händler und Hersteller besonders achten?
Unser Fazit: Es konnten vier Kundengruppen identifiziert werden die unterschiedliche Ansprüche und Erwartungen an Probefahrten haben. Die Herausforderungen für die Hersteller und Händler bestehen darin, auf diese Gruppen bereits online bedürfnisorientiert einzugehen. Wie das funktionieren kann, lesen Sie in unserer Studie.
Das Konzept der eSIM (embedded SIM) steht vor dem Durchbruch und wird früher oder später die klassische SIM-Karte ersetzen und dadurch für einen grundlegenden Wandel auf verschiedenen Ebenen in der Telekommunikationsbranche sorgen. Statt der Inbetriebnahme eines Smartphones oder Tablets durch eine SIM-Karte des Mobilfunkanbieters, wird die Kundenhoheit viel stärker beim Gerätersteller liegen und nicht länger des Netzbetreibers.
Anfangs waren die Mobilfunkanbieter skeptisch gegenüber der neuen Innovation. Jedoch haben alle drei großen Mobilfunkanbieter bereits angekündigt, dass die eSIM 2016 in Deutschland eingeführt wird. Nichtsdestotrotz stehen die Mobilfunkanbieter vor unbeantworteten Fragen, die neben branchen-spezifischen Richtlinien, noch zu beantworten sind.
In der vorliegenden Studie „eSIM – „Simlos“ in die Zukunft“ werden die aktuelle Wahrnehmung sowie Akzeptanz der eSIM bei den Konsumenten beleuchtet. Insbesondere beantworten wir folgende Fragestellungen:
Wie ist das Wissen der Konsumenten zur eSIM?
Welche Gründe sprechen für und gegen die Nutzung der eSIM?
Was können Mobilfunkanbieter machen, um ihre Kunden trotz eSIM zu halten?
Wie unterscheiden sich die Ergebnisse bei unterschiedlichen Kundengruppen?
Aktuell ist vielen Menschen die eSIM noch kein Begriff und die Unterschiede zur klassischen SIM-Karte gänzlich unbekannt. Nichtsdestotrotz müssen die Teleko mmunikationsunternehmen neue Wege gehen (u.a. Investition in neue Partnerschaften oder innovative Kundenbindungsmaßnahmen), um nicht als eine reine Daten-Pipe zu enden.
Aus den ersten Wearables – klobige Gadgets für Early Adopter – entwickelte sich rasend schnell ein Massen-Trend mit ungeahnten Möglichkeiten für das Consumer und Enterprise Business. Die Prognosen sind vielversprechend und zeigen eine Verdreifachung des Marktvolumens, mit einem zweistelligen Wachstum pro Jahr, bis 2018 auf. Schon heute gehören Wearables in der Freizeit-Branche in Form von Fitness Trackern oder Life-Bands zum Alltag. Insbesondere gesundheitsbewusste Menschen nehmen gerne die Funktionen zu Informationen des Fitnessstands bzw. der Gesundheit wahr. Dies ist dem gesteigerten Gesundheitsbewusstsein geschuldet, welches Gesundheit nicht mehr als nur Abwesenheit von Krankheit betrachtet, sondern vielmehr als Wohlbefinden von Körper, Geist und Seele. Doch der Durchbruch in einen viel größeren Markt, der E-Health Branche, steht noch bevor. Kernthemen, wie z. B. Krankheitsfrüherkennung, Gesundheits-Überwachung und Reha-Begleitung bis hin zur Tele-Diagnose, warten darauf, für den Massenmarkt erschlossen zu werden.
Viele dieser Themen aus der E-Health Branche werden erst durch Handys oder Tablets für den Endkonsumenten interessant; dies wiederum stellt insbesondere für Telekommunikationsanbieter neue Herausforderungen sowie Chancen dar. Können Telekommunikationsanbieter in diesem Markt erfolgreich sein bzw. wie wollen sie diesen Markt mitgestalten? Welche Rolle wollen sie einnehmen – Player oder Pipe? Das ist die Gretchen-Frage, der sich Telekommunikationsanbieter spätestens in 2016 stellen müssen. Apple und Google stehen in den Startlöchern und bereiten sich darauf vor, den wachsenden Markt unter sich aufzuteilen.
In diesem Paper „Wearables – Player oder Pipe? Wie Wearables den Einstieg für Telekommunikationsanbieter in die E-Health Branche ermöglichen“ beleuchten wir Chancen aber auch Risiken für Telekommunikationsanbieter bei einem Markteinstieg mit Wearables und E-Health Technologie. Es werden Geschäftsmodelle sowie Anwendungsbeispiele für Telekommunikationsprovider aufgezeigt und Handlungsempfehlungen für einen Markteintritt beschrieben.
Das Internet spielt für Automobilhersteller und deren Händler eine immer wichtiger werdende Rolle, um mit potenziellen Kunden in Kontakt zu treten und neue Leads zu gewinnen. Die Studie Online Lead-Management im Automobilhandel 2015 zeigt, dass es, trotz signifikanter Verbesserungen zum Vorjahr, noch großes Optimierungspotenzial bei der Generierung, Erhebung, Qualifizierung und Weiterbearbeitung dieser
Online-Leads gibt.
• Die vorliegende Studie untersucht die formale Verständlichkeit der Kunden-Kommunikation bei Serviceanfragen in der Automobilbranche mit Hilfe des Hohenheimer Verständlichkeits-Index (HIX).
• Zusätzlich wurden Online-FAQ und Website-Beschreibungen von Car Connectivity Features untersucht.
• Der Hohenheimer Verständlichkeits-Index misst die Verständlichkeit von Texten auf Basis verschiedener Lesbarkeitsformeln sowie zahlreicher Satz- und Wortmerkmale.
• Die Skala des Hohenheimer Verständlichkeits-Index reicht von 0 (sehr schwer verständlich) bis 20 (sehr leicht verständlich).
Für die zunehmende Digitalisierung und Vernetzung aller Lebensbereiche legen Telekommunikationsanbieter mit ihrer Infrastruktur die Grundlage – tun sich jedoch selbst schwer, von den darin liegenden Potentialen zu profitieren. Eine starke
Preissensibilität der Kunden und der damit einhergehende
enorme Preiswettbewerb inklusive Branchenkonsolidierung sind Folgen mangelnder Innovationskraft und „Commoditisierung“ und stellen ein ernst zu nehmendes Risiko dar.
Um dieser Entwicklung entgegenzuwirken und weiterhin
von ihrer enormen Kundenbasis zu profitieren, müssen Telekommunikationsanbieter ihre Kernleistungen erweitern und mit neuen Services anreichern, die sich gezielt an die unterschiedlichen Bedürfnisse ihrer Kundengruppen richten.
Iskander Business Partner (IBP) zeigt in seinem Paper „Individualisierte Mehrwertdienste – Wie Telekommunikationsunternehmen der Commoditisierungsfalle
entkommen können“ die Chancen solcher neuen Services auf. Anhand von praktischen Beispielen wird verdeutlicht, wie Telekommunikationsunternehmen mit Hilfe von Partnerunternehmen und anhand des Frameworks der
Business Model Canvas, neue Geschäftsmodelle für Value Added Services (VAS) entwickeln und somit neue Umsätze generieren und bestehende Kunden binden können.
Die Arbeitswelt innerhalb von Unternehmen, aber auch die Art der Zusammenarbeit von Unternehmen mit Kunden, Lieferanten und Partnern verändert sich derzeit grundlegend. Die immer stärker werdende Flexibilisierung der Arbeit und der steigende Trend hin zu einer lösungsorientierten Zusammenarbeit von Unternehmen im Rahmen von Ad-hoc-Partnerschaften haben zur Entwicklung von zahlreichen "Smart Collaboration"-Tools geführt, die die Zusammenarbeit im Rahmen von Linienaufgaben oder Projekten mit Hilfe des Internets bzw. der Informationstechnologie unterstützen.
Dieses Whitepaper beleuchtet den Status quo der Anwendung solcher Tools in der Unternehmenspraxis und die Rolle der Telekommunikationsanbieter als potenzielle
Anbieter von Gesamtlösungen (Internet-Access + Smart Collaboration Tools) in diesem Bereich.
Nur in wenigen Märkten fällt es Unternehmen so schwer, sich erfolgreich zu positionieren und vorhandene Marktpotentiale auszuschöpfen, wie im Markt für Smart Homes. Obwohl der Smart Home Markt bereits seit über 15 Jahren – zumindest in seinen Grundzügen - existiert, ermöglichen vor allem neue, konvergenzfördernde Technologien im Bereich Connectivity die Erschließung eines Massenmarktes. Dennoch haben Unternehmen große Schwierigkeiten, die Potentiale dieses attraktiven Marktes auszunutzen. So entwickelt sich das Marktwachstum bisher nur mäßig.
Iskander Business Partner sieht den Hauptgrund in der Tatsache, dass in den vergangenen Jahren ein starker Fokus auf technologische Features gelegt wurde. Dabei hatten Kundenwünsche, Angebotstransparenz und zielgruppengerechte Propositions / Use Cases das Nachsehen.
IBP Insight:
Digitalizing the Automotive Customer Relationship – Changing Dynamics in Customer Communication
Im Bord Display wird dem Fahrer des Wagens eine Nachricht angezeigt:
„Sehr geehrter Herr Müller, die Wettervorhersagen für die nächste Woche sagen Frost an. Wir empfehlen den Wechsel auf Winterreifen. Ihr Autohändler Schmidt bietet Ihnen das Reifenwechsel-Komplettpaket für 60 Euro inkl. Auto-Wintercheck an. Bestätigen Sie diese Nachricht mit „OK“, um direkt telefonisch mit dem Autohändler zur Terminvereinbarung verbunden zu werden.“
Das Beispiel zeigt: Die digitalisierte Welt und Big Data eröffnen den Automobilherstellern und ihren Händlern eine Vielzahl neuer Möglichkeiten, um in einem kontinuierlichen Dialog mit ihren Kunden zu treten. Datenquellen wie das Connected Car oder Webportale zur Verwaltung des eigenen Fahrzeugs ermöglichen es, dem Kunden zielgerichtete Angebote zu machen. Traditionell war das Kundenbeziehungsmanagement fest bei den Autohändlern verankert. Hersteller waren zwar unterstützend durch Kommunikationsvorlagen oder die Analyse von Kundendaten involviert, sie hatten allerdings wenig Transparenz hinsichtlich der konkreten Kundeninteraktion. Die Kommunikation war weitestgehend standardisiert und ausgelegt für eine große Masse an Kunden auf festgelegten Zeitpunkten.
Neue Datenquellen wie Connected Car, Webportalen oder Social Media werden weitestgehend zentral von den Herstellern verwaltet. Um deren volles Potenzial nutzen zu können, müssen sie mit den Kundendaten beim Händler verknüpft werden. Nur so ist eine gezielte und maßgeschneiderte Kontaktaufnahme möglich.
Dabei gilt es jedoch, Herausforderungen zu überwinden. Automobilhersteller und Händler müssen enger zusammenarbeiten, um die Kundeninformationen an zentraler Stelle zu sammeln, sie zu analysieren und so eine ganzheitliche Kundenkommunikation zu schaffen. Zudem müssen auch die Kunden einen klaren Mehrwert in der Kommunikation sehen, um ihr Einverständnis für die Nutzung und Verknüpfung ihrer persönlichen Daten zu einem 360-Grad-Kundenprofil zu geben.
Die Experten der Unternehmensberatung Iskander Business Partner besitzen jahrelange Expertise im Bereich Customer Relationship Management (CRM) und haben die Chancen und Risiken eines digitalen Kundenbeziehungsmanagements im Automobilbereich analysiert. Wie werden Hersteller und Händler in der Zukunft mit den Kunden in Kontakt treten? Welche Voraussetzungen müssen erfüllt werden? Und wie müssen Hersteller und Händler zusammenarbeiten?
Based on various web sources Iskander Business Partner has developed a case study about the successful LTE adoption in South Korea. The case study aims to show how Korean MNO have realized an ARPU growth with LTE and outlines specific circumstances in Korea as well as success factors.
Europa wird wirtschaftlich und politisch weiter zusammenwachsen und einen gesamteuropäischen Binnenmarkt formen – so die Vision der Europäischen Union. Um dieses Ziel zu erreichen, kommt es vermehrt zu Anpassungen der Infrastruktur, sowie dem Abbau von innereuropäischen Marktbarrieren. Diese Maßnahmen beeinflussen auch die Telekommunikationsbranche, welche als Stütze für wirtschaftlichen Austausch und Wachstum genannt wird, aber laut EU Kommission, gleichzeitig von enormen Handelsbarrieren geprägt ist. Neelie Kroes, Vizepräsidentin der "Digitalen Agenda", hat daher das Ziel ausgerufen, bis zum Jahr 2020 einen einheitlichen digitalen Telekommunikationsmarkt zu schaffen. Das Fundament Ihres Vorhabens ist das Konzept "Roam Like Home", das unter anderem die Abschaffung der Roaminggebühren und -grenzen innerhalb der EU vorsieht.
Neue Studie: Smartphone, Tablet & Co – iUnderstand?
Wie verständlich präsentieren sich die Anbieter von Unterhaltungselektronik? Wie reagieren Unternehmen der Branche auf direkte Kunden-Anfragen? Diese und weitere Fragen untersucht eine neue Studie des H&H Communication Lab, der Unternehmensberatung Iskander Business Partner und der Universität Hohenheim. Das Ergebnis: durchwachsen. Produktbeschreibungen und Pressemitteilungen lassen zu wünschen übrig. Nur die E-Mail-Kommunikation schneidet insgesamt sehr verständlich ab.
Neben einer hohen Nutzerfreundlichkeit spielt die Produktkommunikation auch weiterhin eine wichtige Rolle – Kunden kaufen am liebsten Produkte, die sie verstehen“, erklärt Ben Hagelauer von Iskander Business Partner. „Unsere langjährige Erfahrung in der Beratungspraxis zeigt jedoch immer wieder: In der Consumer-Electronics-Branche liegt der Fokus auf den Produkten und dem Vertrieb – der Kundenkommunikation wird dagegen zu wenig Beachtung geschenkt.“ So werden Texte häufig mit Mammut-Sätzen, Anglizismen und Wort-Ungetümen gespickt.
Verständlichkeit der Kundenkommunikation unter der Lupe
Die Studie analysiert drei typische Textsorten in der Kommunikation von Unternehmen: Produktbeschreibungen, Pressemitteilungen und E-Mails. Die Texte von neun Unternehmen wurden auf ihre formale Verständlichkeit untersucht. Wichtige Kriterien sind unter anderem: kurze Sätze, aktiver Sprachstil oder Vermeidung von Anglizismen und langen, zusammengesetzten Begriffen.
Die Verständlichkeit von Produktbeschreibungen variiert sehr stark, den ersten Platz erzielt dabei Apple, auf dem letzten Platz findet sich Lenovo. „Offenbar sehen einige Unternehmen Produktbeschreibungen immer noch nicht als wichtigen Teil ihres Produkts an“, kommentiert Professor Dr. Frank Brettschneider von der Universität Hohenheim das Ergebnis. „Unverständliche Produktbeschreibungen können bei den Verbrauchern aber Frustrationen auslösen.“
Die Pressemitteilungen der Unternehmen schneiden laut Studie am schlechtesten ab. Mit einem Durchschnitt von 6,62 Punkten liegt deren Verständlichkeitswert gerade einmal im unteren Mittelfeld. Auch wenn die E-Mail-Kommunikation im Schnitt am besten bewertet wurde, besteht hier gerade bei den Reaktionszeiten und bei den Kontaktmöglichkeiten einiger Unternehmen Verbesserungsbedarf: So antworteten zwei der Unternehmen im Untersuchungszeitraum auf eine Anfrage überhaupt nicht und Apple bietet trotz Ankündigung kein Kontaktformular für Kundenanfragen an. Bei manchen Unternehmen ging die Antwort an der Frage vorbei. Besonders positiv fiel die Bewertung für Samsung und LG aus. Sie fielen sowohl durch verständliche Antworten als auch durch besonders schnelle Reaktionen auf.
www.i-b-partner.com
In vielen Köpfen werden Contact Center primär mit Customer Service in Verbindung gebracht. Doch in den letzten Jahren werden (Inbound) Contact Center mehr und mehr vor die Herausforderung gestellt, neben der Aufgabe die Kunden zufrieden zu stellen, eine weitere Rolle zu übernehmen: Sales!
Das weicht vom üblichen Telemarketing-Ansatz ab, bei dem geschulte Verkaufsagenten durch Outbound-Calls Produkte vertreiben. Hier sollen stattdessen für Kundenservice geschulte Agenten die Gratwanderung zwischen gutem Service und proaktiven Cross- und Up-Selling leisten.
Iskander Business Partner is an international consulting company focusing on the conception and implementation of growth projects.
We ensure end-to-end-responsibility through highly experienced and entrepreneurially thinking professionals.
Vom ungeliebten Stiefkind zur Cash Cow: Jahrelang lag der Fokus im Prepaid Mobilfunkbusiness ausschließlich auf der Akquise, während Potentiale im Bestandskundenmanagement vernachlässigt wurden. Erst massive Einbrüche im Kundenwachstum führten zu einem Umdenken. Während die Verantwortlichen im Postpaid Bereich den Nutzen des CRMs schon vor Jahren erkannt haben und dort ein ausgereiftes Customer Relationship Management bereits zum Standard gehört, beginnt diese Entwicklung im Prepaid Umfeld gerade erst. Doch was sind im Prepaid Business nun die Erfolgsfaktoren um zusätzliche Potentiale durch CRM zu erschließen?
Kauderwelsch statt Klartext: Kundenkommunikation von Telekommunikations-Unternehmen ist oft unverständlich
Produkte, Tarife und Prozesse von Unternehmen der Telekommunikationsbranche sind häufig sehr komplex. Im Zuge der Kaufentscheidung und auch bei der Service-Zufriedenheit spielt Verständlichkeit eine wesentliche Rolle. In Kooperation mit der H&H Communication Lab GmbH – Institut für Verständlichkeit – und der Universität Hohenheim hat Iskander Business Partner (IBP) untersucht, inwieweit sich die Komplexität der Branche auch in der Kunden-Kommunikation widerspiegelt.
Wir würden uns freuen Ihnen die zentralen Studienergebnisse sowie Wirkungszusammenhänge zwischen Kundenkommunikation und Umsatz- und Kostenhebeln vorzustellen.
Zahlreiche Telekommunikationsunternehmen sehen sich selbst als Sales-Organisationen. Ein großer Fokus liegt auf der Gewinnung von Neukunden, die mit immer aggressiveren Preisstrategien gelockt werden. Doch was geschieht durch neue Akquiseprodukte mit den Bestandskunden? Häufig werden die Effekte neuer Tarifportfolios und Produkte auf die bestehende Kundenbasis vernachlässigt. Die Bestimmung von Wertveränderungen im Bestand ist aufgrund der Vielzahl bestehender Tarife und Produktkombinationen beliebig komplex. Nur mit Hilfe eines differenzierten Planungsmodells, das Nettowertveränderungen für einzelne Ereignisse und Veränderungen im Kundenlebenszyklus berücksichtigt, kann die notwendige Transparenz und Grundlage geschaffen werden um auch in wirtschaftlich immer härter werdenden Zeiten Erfolge nachzuhalten und Risiken entgegenzusteuern.
Mobile Zahlung über NFC ist ein derzeit viel diskutiertes Thema. Es gibt kaum einen europäischen Mobilfunkanbieter, der noch keine Initiative zur Evaluierung der mobilen Zahlung über NFC am Smartphone gestartet hat. Doch verbirgt sich hinter Mobile Payment überhaupt ein für Mobilfunkunternehmen attraktives Geschäftsmodell?
Beispiele aus dem technologisch weiterentwickelten Asien zeigen, dass langjährige Bemühungen und Kooperationen notwendig sind, um eine kommerzielle Verbreitung von NFC-Funktionalitäten sowohl beim Kunden als auch im Handel zu erreichen.
Nichtsdestotrotz sind auch im Erfolgsfall die Umsatzpotenziale für Mobilfunkunternehmen begrenzt. Die aus Transaktionsgebühren generierten Umsätze müssen mit den notwendigen Partnern wie Banken, Chipherstellern und Händlern noch geteilt werden.
Im Customer Experience Management liegen signifikante Umsatz- und Effizienzpotenziale noch brach, die durch den Einsatz von end-to-end Monitoringtools gehoben werden können. End-to-end Monitoringtools erfassen Echtzeitdaten bzgl. der Netzperformance, dem Kundenverhalten und der Kundenzufriedenheit vom Backhaul bis zum Endgerät. Unternehmen anderer Branchen machen es bereits deutlich vor, wie mit Hilfe von gezielten und kontinuierlicher Auswertung von Daten eine ausgezeichnete Wettbewerbsposition im Markt erreicht werden kann.
Trotz Herausforderungen bei der systemischen und infrastrukturellen Integration neuer Moni- toringtools sowie Bedenken bzgl. Datenschutz und der Akzeptanz einer derartigen Lösung, können signifikante Wettbewerbsvorteile erzielt werden. Über weitreichende Use Cases im Bereich der Netzinvestitionen, des Customer Service sowie des Produktmanagements und CRM, können Kosten gesenkt, Umsätze geschützt bzw. gesteigert sowie die Kundenzufriedenheit deutlich gestärkt werden.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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2. August 2013
Iskander Business Partner GmbH
Nora Egressy
Armin Iskander
Companies can benefit from providing self-service in many ways: increased customer satisfaction,
reduced costs and better sales conversion rates. The question therefore is not whether to implement
self-service but how to implement it effectively. Reviewing what other companies are doing is a first
step in the right direction, but it is particularly important to keep in mind that one size does not
indeed fit all.
Self-service involves far more than logging into a portal or using an app; self-service encompasses a
complex architecture of various channels, multi-channel links and functions. Achieving excellence
means mastering the interdependencies and optimizing the architecture and processes in the right
place, at the right time and in the right way.
IBP View
1
Best practice in self-service
Iskander Business Partner
3. Why self-service?
DIY (do it yourself) customer service is on the
rise because it is mutually beneficial for
customers and companies. Today, customers
demand faster solutions, 24/7 access to
services and the feeling that they are in
control. Many are wary of calling hotlines, to
be put on hold and are instead turning to
alternative self-service channels e.g. SMS,
chat, virtual agents.
According to a Forrester study, 72% of
customers prefer using a company’s website to
solve their issues. However, only 52% find the
information that they require.
This is only one of many examples that depicts
the significant gap between the quality of self-
service that customers expect, and what they
are able to receive. Indeed companies could
benefit greatly from closing this gap between
expectations and reality. Promoting a culture
of self-service in one’s customer base can over
time lead to cost savings, higher customer
satisfaction levels and better sales
opportunities for the company. An example:
the cost of checking in a passenger with an
airline agent is € 2 compared to less than
€ 0.10 with a mobile. Furthermore the
customer benefits from shorter waiting times
and increased flexibility (direct choice of seat
etc.) This is reflected in higher satisfaction
ratings; mobile check-in achieves the highest
satisfaction levels. The greatest challenge for
a company is to match the self-service function
to the right channel and thereby succeed in
giving the customer a better overall expe-
rience; the ‘wow effect’.
Many industries have embraced self-service in
the past decades and looking at best-practices
can provide some key learnings.
A well-known example is Amazon. Amazon has
revolutionized the world of e-commerce and
they are also pioneers in self-service. To a
large extent, Amazon owes its success to solid
back-end processes; the order process, returns
process etc. were by design set up to limit
customer contacts. An important learning for
the telecom industry, is the way Amazon
creates transparency around problem
management and the manner in which
customers are effectively channeled to the
right point of contact. Also noteworthy is the
utilization of customer data e.g. an intelligent
recommendations system, based on previous
2
Optimal channel for online check-in
Self-service best practice
790
800
810
820
830
840
850
860
870
0 1 2 3
counterkiosk
Mobile Optimal: reduced cost,
increased customer
satisfaction, more
effective marketing &
sales
USD
Satisfaction(max=1000)
4. lable in each price category, bringing more
transparency into the booking process and
incentivizing customers to book ASAP.
While there are limitations in terms of comp-
aring an Amazon or a Lufthansa to a telecom
operator, it is possible to break down single
self-service processes and use these as best
practice examples. For example: pro-actively
sending status notifications and providing links
to track an order via an online portal. Or
providing different levels of self-service to
different customer groups (high value vs. low
value.
3
purchases and purchases of customers with
similar profiles through the "Amazon
Betterizer".
Another leader in implementing self-service is
the airline industry. Delta Airlines now offers
tracking of luggage via app. KLM has a "Meet &
Seat" function, where a customer can sign-in
via their social media account and book who
they want to sit next to (based on comparable
social media profiles). Many airlines have
increased the retail look & feel of their website
by counting down the number of seats avai-
Best practice in Telecom
To evaluate best practice in telecom IBP has
carried out an in-depth study of 9 operators,
comparing both the self-service functions
offered and evaluating the most frequent Top
10 use cases. The study revealed that there is
a large difference between operators in terms
of which self-service channels they offer and
how many self-service functions are available.
T-Mobile in the USA has the strongest channels
and the most functions available, but there
remains room for improvement e.g. increased
care-to-sell opportunities or introducing chat
as a support channel.
In addition, it is important to note the limi-
tations of this two-dimensional representation.
What the grid doesn’t show are the
opportunities in terms of finer qualitative
aspects e.g. multichannel experience and
better integration of sales. We have therefore
grouped our findings into 3 key areas:
Finance Airline Retail
2010
2000
1990
1980
1970
1960
2004: Mobile
banking app
1983: Home
Online banking
solution
1967: Automatic
teller maschine
1999: Web
Check-in
2003: SMS
Check-in
1963: Catalogue
Shop
1994: Online
Banking
1999: SMS
Banking
1994: Online Shop
? Virtual assistant
1990s: Self-
service checkouts
1995: Airline Kiosk
2009: Mobile
Check-in
2013: Baggage
self check
2020
Iskander Business Partner
Industry self-service firsts
5. media presence and offer services via
interactive voice response (IVR) or SMS.
We noted differences in the extent of video
content offered and chat availability for
support questions. Virtual chat or chat is the
only real-time interactive support alternative to
voice and is generally positioned as an
escalation option.
The UK MVNO Giffgaff is a good example of an
operator modeling their self-service concept
around social media and optimizing the
architecture in a way that the customer does
not need to call the hotline. Their forum is
particularly effective and there is also a high
level of transparency (e.g. message board with
service updates). We can therefore see that
the performance of these channels is critical to
the customer.
Performance can be measured by various KPIs.
Returning traffic to a support site (are
customers returning to get more help over
time?) is an interesting indicator of how well
the knowledge base serves the customer. This
knowledge base must be both easily accessible
(predictive search functions, search results
include other channels e.g. from forum/
community) and produce relevant results.
Continuous improvement based on customer
feedback to individual FAQs, as well as apps or
forum discussions is essential. Some operators
(e.g. o2) take feedback a step further and
have set up idea portals as a source of
innovation (example suggestion: customers
would like to receive an SMS confirmation
when terminating a contract).
4
Self-service potential
Self-service channels
In order to establish self-service functions, an
operator must first have the self-service
channels in place to deliver these. Channel
performance is a key factor since the channels
should offer the same or better level of service
than what the customer could receive via the
hotline.
Compared to an industry study, telecom
operators offer significantly more self-service
functions than other firms. All the operators
included in our study have a website, a social
1. self-service channels, 2. multichannel links
and 3. functions offered.
Channelbreadth&performance
Breadth of self-service functions
6. via IVR to the online portal. It is however not
always enough to educate the customer, so the
next step is to incentivize customers to use the
channel. There are some sporadic examples of
this e.g. Telstra offers lottery for people who
use their app, Congstar offers premium points
for customers who contribute to the forum.
However, generally there is a lot of room for
improvement.
With respect to multichannel linkages, most
operators already integrate web and social
media and often offer a downloadable app on
their websites. The availability of video content
and it’s usage also varies – it can be integrated
into an FAQ, and it might also advertise other
adjacent channels such as an online portal or
app. Today, most apps do not provide a direct
link into a forum or website, and may only
have a limited FAQ section. T-Mobile USA's app
is a good example of a more advanced
offering.
The multi-channel challenge is how to set up
an architecture that can be dynamically con-
trolled in response to real-time variables. For
example, channeling the customer to different
destinations, depending on contact reason and
real-time channel utilization levels e.g. on the
Amazon FAQs the customer selects an area
from a drop-down menu, specifies contact
reason and is given a "recommended contact
option", based on both the reason and the
utilization. Offering a differentiated self-service
journey, based on customer value is another
option to consider e.g. prioritizing high value
customers in chat. Multi-channel could also be
used to further sales convergence e.g. using
5
Linking channels to each other is an essential
job that is often not well done. Linking does
not only help customers find the right support
channel, but also educates them on the
available channels elsewhere. Educating
customers on self-service functions is in
general an important requirement. For
example directing a customer from the hotline
Self-service channel availability &
performance
Multichannel Links
Web
Apps
Social
Media
SMS
Call
Back
Video
Chat
Self-service rate / returning
traffic to support sites
App rating (Apple/Android)
Facebook Likes/Customer
Base, Forum activity
Relevance of SMS/
Usefulness
Sales and/or support,
response time
Number of videos (%
service related)
Sales and/or support, %
problems resolved
Performance indicator% offering self-service channel
73,6%
18%
31,1%
27,8%
-
20,6%
-
100%
80%
100%
90%
50%
50%
60%
Industry
benchmarks*
Operators
*2012 Global Contact Centre Benchmarking Report by
Merchant surveying 637 respondents in 72 countries
Iskander Business Partner
7. 6
thereby increase self-service rates. There is a
large variance in the number of functions
offered by providers and this can reflect the
positioning of the operator, as well as the
complexity of their product portfolio. However
even providers with fewer functions can learn
how to manage these functions better (e.g. the
SIM exchange process via online portal) or
evaluate whether it could be offered via other
more efficient channels.
Self-service functions can be categorized as
basic, advanced and innovative. Most providers
offer basic functions, such as account
management (view and change account
details, change personal details), usage
management (view absolute usage), access to
historical invoices and detailed call profiles,
phone configuration options and basic
troubleshooting guides.
More mature providers offer an order tracking
solution (e.g. T-Mobile DE), where customers
can check status of hardware including SIM
orders. Real-time billing (e.g. Vodafone DE –
Vodafone Quick Check) via the online portal
and/or an app along with a notification of limits
being reached, is another popular solution.
More advanced usage analysis (e.g. T-Mobile
USA) allows customers to compare usage on
different accounts, to link phone numbers to
contacts, to filter results and generate
graphics. Multiple contract management both
via an app and online (e.g. o2) is a useful and
necessary feature, in order to give the
customer a full overview of all products. An
incident management system where customers
can track status of problems and solutions is
Functions
T-Mobile USA App Self-service functions
Once the self-service channels are available
and the customer knows where to turn for
each function, the more comprehensive the
offering, the better it is in enabling customers.
The art is to offer sufficient useful functions on
a self-service channel, in order to convince the
customer that using the channel is worthwhile.
Once the customer is "locked-in", operators
can continue adding functions iteratively and
the customers activity on forum/Facebook to
generate sales recommendations. Being in
control of the multi-channel architecture allows
companies to reduce costs, increase customer
satisfaction and achieve better sales conver-
sion rates.
8. an iterative improvement; developing and
introducing selected high priority measures/
functions. These functions can be broken down
into steps and best practice (also from other
industries) can be broken down into steps and
best practice (also from other industries) can
be integrated into the process.
starting to be introduced (e.g. 1&1).
Innovative functions include the presence of
care in order to sell offers – the "care to sell"
philosophy aims to convert a customer care
contact into a sales opportunity. A good
example is T-Mobile USA, offering a phone
upgrade on the phone support site or Vodafone
offering the automatic booking of a data option
when 90% of the existing data pack has been
used up. An automated process for ex-
changing hardware similar to Amazon – e.g.
printing address and packaging hardware –
would also be beneficial. Offering customers
products/services that other customers with a
similar profile have purchased could be a new
experiment in sales. A customer history/events
timeline shows the customer the major
milestones and can be used to prompt
customers to consider other offers. For
example T-Mobile DE is experimenting with a
Webcode which allows customers to access
information from their hotline/online dis-
cussions (product advice given etc.) and to
consider this again at their own leisure.
7
Self-service opportunity
The real question is how to transform best
practice into reality, how can we increase self-
service usage?
There are two approaches to deliver improve-
ments in self-service. One option is to carry
out a comprehensive review of the self-service
architecture in order to identify the key drivers
behind (low) adoption, as well as the most
important gaps. A quicker option is to aim for
Self-service performance key drivers
A 360 degree view of the self-service
architecture provides an in-depth analysis of
the drivers and barriers behind self-service
usage. For example, are the self-service rates
suboptimal, because services are not offered
via the most effective channel/are there
channels missing? Or is it rather a question of
the channel performance not living up to the
expectations (e.g. bugs in app, slow response
to chat)? Is it possible that there are well-
performing channels in place, but the
customers are not aware of these or need to
be educated in using them? Or does the
customer need to be pushed towards using the
channel e.g. notification: online is cheaper and
quicker than a call to the hotline?
It is also important to consider, whether the
multi-channel experience is consistent and
whether it is used to its full potential in terms
of customer education and incentivization.
Finally, we should review whether the self-
service functions are adequate – do we need
more (innovative) functions or do we need to
optimize existing functions e.g. offer a clearer
MNP process.
Iskander Business Partner
9. Self-service
channels
available
Channel
performance
Customer
education
Customer
incentivization
Multichannels
links
Functionalities
• How effective are the channels?
• What improvements are needed
– technical/knowledge based?
• Do customers know what self-
services exist & how to use?
• How to educate customer better?
• How do I increase adoption of
different channels/services
(carrot & stick measures)
• What linkages do I have?
• How can I optimize linkages &
exposure?
• How effective are current
functions/processes?
• What functions are missing?
8
Self-service is here to stay and investing now
in the architecture and processes is an
investment in the future.
Whether opting for the introduction of high
potential initiatives (the iterative process) or
implementing the complete portfolio of multi-
channel self-services, the potential for
companies is enormous. Through better self-
service they can improve customer
satisfaction, achieve higher sales targets and
at the same time save on costs.
Top 10 Measures ListEvaluating the self-service architecture
Iterative improvement
An alternative approach is to put together a list
of quick-win measures and implement these in
order of importance. This leads to an iterative
improvement and is an approach better suited
to operators, who already have a solid core
architecture in place - areas 1 & 2: well
performing channels (e.g. is the app good
enough to promote?). The key to success here
is to be able to identify the right time to
introduce these new self-service opportunities.
The list of measures should be assembled by a
variety of departments (CRM, Customer Care,
Sales etc.) and be prioritized according to the
estimated business value.
Conclusion
• Are channels compliments or
substitutes?
• Do I need more channels?
1
2
3
5
4
6
1. Advertise app (e.g. QR codes in invoice)
2. Check order status on app
3. Introduce customer history
4. Customer education on self-service at POS
5. Offer network status updates
6. Web code (access all offers/info from
consultation)
7. Recommendations based on what others have
bought
8. Alerts management (usage, bill, new product)
9. Customer service audit (show status of customer
complaint resolution)
10. …
Top List
ILLUSTRATIVE
11. The authors
Nora Egressy
is a Consultant at Iskander Business Partner.
She has 2 years of consulting and project
management experience and has worked on a
variety of international projects. Her focus
areas include strategy development, business
case development and market analysis.
Nora has worked previously for CSMG Global in
London and has completed internships with
Deloitte LLP in the UK and Roland Berger in
Hungary.
10
Armin Iskander
Armin Iskander is founder and managing
partner of Iskander Business Partner.
Before founding Iskander Business Partner
GmbH in 2005, Armin was managing partner
for Germany with Accelate Business Launch
and Expansion GmbH. Prior, Armin was
responsible to several business units within
Webmiles AG. Before he was Project Manager
with Roland Berger & Partner Strategy Con-
sultants for four years. There he handled
projects in the UK, Germany, France, Switzer-
land and Brazil.
Armin holds an engineer's degree from the
University of Dortmund.
12. Iskander Business Partner is and international management consultancy with a strong focus on the
development and implementation of growth projects for the High-Tech industries. We pride ourselves
on being highly competent professionals who think as entrepreneurs.
www.i-b-partner.com
Company and philosophy
We develop concepts with a focus on results and implementation hand-in-hand with our customers in
a reliable, pragmatic and application-oriented way. We believe in partnership, mutual trust and goal
orientated management consulting with a focus on successful implementation – our concepts for
product-, marketing-, sales- and CRM-Strategies ensure a path of sustainable success.
Since the foundation of the company by Armin Iskander in 2005, our success has been growing on
solid foundations. Our expansion is based on attracting entrepreneurial employees who play an active
part in shaping our firm strategy and supporting our clients. Passion for our job, a readiness to
assume personal responsibility and close customer contact are the sails that carry us to success. Flat
hierarchies and a down-to-earth attitude ensure that we never lose sight of the horizon. Instead of
providing theoretical concepts, we offer the implementation of concrete solutions. We are partners of
the enterprises we consult - being experienced, well-trained experts and consultants, we are able to
navigate through shallow waters and to negotiate these to the benefit of our customers. Our strong
crew is safely heading for success. In our team, every single member counts, our co-operation
ensures successful bearing towards our destination. Our result: satisfied customers and highly
motivated employees.
11
Iskander Business Partner