Authors: Amresh Nandan, Tony Hines
Abstract: Customer Experience Management (CEM) can be a highly complex, resource intensive, and at times, a ‘leading to no-where’ program. However, it is imperative for Communication Service Providers (CSPs) who are deeply affected by value-chain shifts, disruptive innovations, and the inherent complexity of their operations. While there are some genuine efforts, there exists a significant amount of cosmetic effort in the name of CEM, evident in global survey reports. This has resulted in the perception that CEM is merely a buzzword. One of the reasons behind this lies in the inherent complexity of the subject. A constructive way to address this is by simplifying the approach. This would ensure a scientific and analytical step-by-step process that may be monitored, controlled and tailored, to suit organizational goals and next financial year’s strategy. This paper discusses an analytical approach towards a CEM construct which can be designed, developed and executed as an eight-stage program by CSPs.
Low-code integrates all of the company’s departments and ensures a healthy digital ecosystem in the organization thus benefitting the manager, the teams, as well as the customers.
What is business support systems (BSS) in telecomMahindra Comviva
Business Support Systems (BSS) and Operation Support Systems (OSS) are required for telecom operators' back office functions such as billing, customer relations, and network monitoring. The global OSS/BSS market is expected to grow from $54 billion in 2015 to $63 billion in 2020, driven by increased demand for efficient customer care and adoption of cloud and convergent systems. Growth will be highest in Western Europe and Asia-Pacific regions.
TECON Services is a technology consulting firm that provides business automation solutions including ERP implementation, middleware integration, customer service software, and business process improvement. It offers products for internet banking, POS systems, hospital management, dealer management, and warehouse management. TECON's onsite/offshore model aims to provide high value services at lower costs than competitors. It works closely with clients to develop customized applications that create a competitive advantage and drive innovation.
Telecom Billing Solutions By Sohag SarkarSohag Sarkar
This document provides an overview of telecom billing solutions. It discusses the evolution of billing systems from in-house developed systems in the 1980s to more complex third-party solutions today. The general billing process is described involving collecting call detail records from the network, rating calls according to customer plans, aggregating rated calls into invoices, and generating bills. The key components of a billing system including mediation, rating, and invoicing engines are explained. Finally, the document outlines the major functions performed by rating engines in processing usage records and preparing them for invoicing.
Customer experience is important to build competitive differentiation. Enterprises need to act swiftly on insights from big data to empower stakeholders to deliver on expectations of customers. Intense Technologies helps you break the silos of technology to deliver business agility that drives customer centricity in shortest possible time.
The document discusses delivering agile customer experience in the nexus era. It outlines how businesses need to understand customers through various touchpoints and data to build long-term relationships. It proposes a unified platform to manage customer touchpoints across industries and channels. The platform would help capture customer data, create a single customer view, and enable personalized engagement across the customer lifecycle to increase loyalty. This would help businesses optimize operations and enhance the customer experience through agile services.
UniServe, our innovative platform for delivering superior customer experience, will empower all your stakeholders with one view of all customer interactions. You can digitally transform your OSS systems around your customers by federating the existing and new systems.
The document discusses different automakers' approaches to developing and managing their telematics and connected vehicle services. It provides examples of several automakers:
- Audi developed its Connect services mostly in-house in Europe but partners with others like WirelessCar in China.
- BMW partners with WirelessCar for its data gateway and other partners like Orga Systems for billing management but in-sources its global dispatcher.
- GM's OnStar is fully in-sourced with its entire end-to-end value chain developed internally, even for its China joint venture.
- Nissan's CarWings in Japan and China are mostly developed in-house but outsources call centers in China to local partners.
Low-code integrates all of the company’s departments and ensures a healthy digital ecosystem in the organization thus benefitting the manager, the teams, as well as the customers.
What is business support systems (BSS) in telecomMahindra Comviva
Business Support Systems (BSS) and Operation Support Systems (OSS) are required for telecom operators' back office functions such as billing, customer relations, and network monitoring. The global OSS/BSS market is expected to grow from $54 billion in 2015 to $63 billion in 2020, driven by increased demand for efficient customer care and adoption of cloud and convergent systems. Growth will be highest in Western Europe and Asia-Pacific regions.
TECON Services is a technology consulting firm that provides business automation solutions including ERP implementation, middleware integration, customer service software, and business process improvement. It offers products for internet banking, POS systems, hospital management, dealer management, and warehouse management. TECON's onsite/offshore model aims to provide high value services at lower costs than competitors. It works closely with clients to develop customized applications that create a competitive advantage and drive innovation.
Telecom Billing Solutions By Sohag SarkarSohag Sarkar
This document provides an overview of telecom billing solutions. It discusses the evolution of billing systems from in-house developed systems in the 1980s to more complex third-party solutions today. The general billing process is described involving collecting call detail records from the network, rating calls according to customer plans, aggregating rated calls into invoices, and generating bills. The key components of a billing system including mediation, rating, and invoicing engines are explained. Finally, the document outlines the major functions performed by rating engines in processing usage records and preparing them for invoicing.
Customer experience is important to build competitive differentiation. Enterprises need to act swiftly on insights from big data to empower stakeholders to deliver on expectations of customers. Intense Technologies helps you break the silos of technology to deliver business agility that drives customer centricity in shortest possible time.
The document discusses delivering agile customer experience in the nexus era. It outlines how businesses need to understand customers through various touchpoints and data to build long-term relationships. It proposes a unified platform to manage customer touchpoints across industries and channels. The platform would help capture customer data, create a single customer view, and enable personalized engagement across the customer lifecycle to increase loyalty. This would help businesses optimize operations and enhance the customer experience through agile services.
UniServe, our innovative platform for delivering superior customer experience, will empower all your stakeholders with one view of all customer interactions. You can digitally transform your OSS systems around your customers by federating the existing and new systems.
The document discusses different automakers' approaches to developing and managing their telematics and connected vehicle services. It provides examples of several automakers:
- Audi developed its Connect services mostly in-house in Europe but partners with others like WirelessCar in China.
- BMW partners with WirelessCar for its data gateway and other partners like Orga Systems for billing management but in-sources its global dispatcher.
- GM's OnStar is fully in-sourced with its entire end-to-end value chain developed internally, even for its China joint venture.
- Nissan's CarWings in Japan and China are mostly developed in-house but outsources call centers in China to local partners.
As you know, Robotic Process Automation is a technology where machines are capable of doing complex and repeatable task in huge volume without human support. The key element behind robotics is Artificial Intelligence(AI) which enables machine to think and act logically. Simply, we can say, AI act as brain while RPA function as eyes and hands.
Well, RPA is a game changer as well as future of technology. It does have the ability to learn, recognize voice, visualize images and most importantly decision making capability. The unique feature of RPA is the flexibility as well as scalability, which enable them to adapt quickly.
Zuora and Intacct today announced the availability of a pre-integrated cloud connector that eases the integration between the best-in-class billing and financial management applications of the two companies. These capabilities allow companies in the Subscription Economy™ to easily automate and streamline complex order management, billing, payment, and revenue recognition while gaining real-time visibility into key financial and business metrics.
Robotic process automation (RPA) is being used by banks and financial institutions to automate transactions and backend processes. RPA bots can work around the clock to complete tasks like data entry, allowing employees to focus on more complex work. The benefits of RPA for banking include low costs since it does not require infrastructure changes, increased accuracy and scale since bots can work continuously without breaks, and the ability to easily configure bots to new processes. RPA is helping modernize banking operations by speeding up processes, improving productivity and accuracy, and reducing costs.
The document discusses technology trends shaping sales and distribution functions across enterprises. Three key trends are identified: growing use of mobile devices for transactions, emergence of advanced analytics using customer data, and adoption of cloud computing. Companies profiled have upgraded their IT infrastructure with private clouds, ERP systems, CRM tools and VPN networks. Challenges faced included centralizing systems while allowing remote access, and securing data during transition to cloud-based systems. Mobile apps and predictive analytics are seen as important emerging technologies.
Supply Chain as a core differentiator: What does digitalization mean to the c...Christian Neumann
With the current speed of performance and capability increase from technology already certain industries have been disrupted. The presentation takes a look at how this might impact chemicals and esp. the supply chain of the industry
RPA uses bots to perform repetitive tasks without human intelligence, while AI enables continuous learning to simulate human intelligence. Banks are implementing RPA and AI to automate tasks like loan verification, customer onboarding, and fraud detection. This helps reduce costs, improve efficiency, and ensure compliance. When one major American bank used RPA for credit underwriting, it helped assess retail credit by checking client financial data and detecting fraud faster.
This document provides an overview of robotic process automation (RPA). It defines RPA as using software robots to automate repetitive tasks previously done by humans. The document discusses the evolution and benefits of RPA, including improved efficiency, cost savings, and employee productivity. It also outlines common RPA applications, implementation steps, top vendors, and considerations for C-level executives when adopting an RPA strategy. The market for RPA is expected to reach $5 billion by 2024 due to increased adoption by organizations seeking to enhance capabilities and reduce costs through automation.
#SaaS is proving to be a game-changer with its cost-saving advantages for businesses of all sizes. But that's not it. Watch on to explore the possibilities.
Mr Omkar Malage, Senior Industry Analyst, Frost & Sullivan, tells us how #SaaS is shaping businesses by making technology more affordable, accessible, secure, and adaptable.
Tata Tele Business Services has a wide range of SaaS. Be technology ready with our state-of-the-art solutions:
1. Hosted IVR - https://bit.ly/2ZqjQI5
2. Hosted OBD - https://bit.ly/2YmTCKb
3. Digital Survey - https://bit.ly/2YEBJG4
4. Live Chat - https://bit.ly/2SZlvlL
5. Document Management System - https://bit.ly/2HmVCbP
Visit our website to know more about our Connectivity, Collaboration, Security, Cloud-and-SaaS, IoT and Marketing Solutions: https://www.tatateleservices.com/
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The document discusses how industrial goods companies can benefit from digital services. It states that digitization allows service providers to dramatically reduce costs by improving productivity and addressing some issues remotely. It also enables new digital offerings like predictive maintenance and performance optimization. The size of the opportunity means companies should enter the field of digital services aggressively to maintain their competitive position and growth prospects.
The document discusses several topics:
1. Allsec announces a strategic partnership with Kronos to provide comprehensive payroll management and workforce management tools.
2. BPO trends for 2018 include a focus on social media management, increased data security, growth of robotic process automation, and startups outsourcing due to budget constraints.
3. Robotic process automation can help automate accounts payable functions to reduce costs and improve efficiency, though some human intervention may still be needed for tasks like handling non-PO invoices.
What is robotic process automation - a guide to RPADaniele Fittabile
Robotic process automation (RPA) uses software robots, or agents, to automate repetitive tasks across applications and systems. RPA began by manipulating user interfaces like a human but now provides deeper integrations and enterprise features. RPA improves both individual and team productivity and can power digital transformation when implemented at scale across an organization. To maximize ROI, RPA requires centralized management, security, analytics and the ability to easily expand the digital workforce over time.
This presentation covers the current scenario of RPA industry, its imapct on BFSI Industry. It further covers the challenges, the myths, opportunities,benefits and future trends.
At Zensar, we envision operational efficiencies through our proprietary RPA framework, using which we identify hidden pockets of automation opportunities and deliver process improvements to our global customers across verticals like Manufacturing, Banking, Retail and Insurance etc.
Automating email responses with AI bots elevates your cost efficiency by 75%Enterprise Bot
An NLP-powered advanced automation engine like email response
automation (ERA) is the need of the hour for businesses to rightly
analyze and craft instant responses to complex customer requests
with high precision.
The document discusses a field service management platform called ServiceFirst. It provides organizations with a unified platform to manage their aftermarket service across the entire service ecosystem. Key features include real-time field insights, remote expert collaboration, predictive analytics, and unified customer journeys. The platform helps organizations address challenges like inefficient processes, subpar service performance, and revenue leakage. It can be used across various industries to improve service delivery and customer experience.
Zensar has leveraged its extensive Oracle Commerce experience to build a best-in-class B2C Commerce store by launching a new, integrated framework - Professional Access Rapid Application Deployment Environment - P.A.R.A.D.E.
Transforming Customer Engagement in UtilitiesRNayak3
Most utilities don't have to compete to gain and keep their customers, each utility company must design a customer engagement model that works best for it
In this brief, the GROOVE Learning Network presents lessons learned about effective M&E for value chain interventions.
Idea in brief: The value chain approach requires a rethink of traditional monitoring and evaluation (M&E). On one hand, managers and front line staff require information with greater frequency in order to make decisions and adapt in a complex operating environment. On another hand, the focus of the value chain approach on systemic change places unique demands on evaluators and evaluation designs.
A number of traditional M&E standards do not change in the shift to a value chain approach. But, effective M&E for value chain programming does require improving feedback loops, deconstructing walls between M&E staff and front line staff, an increased focus on measuring sustainability of impacts at multiple levels within a system and new methods for rigorously assessing impact.
As you know, Robotic Process Automation is a technology where machines are capable of doing complex and repeatable task in huge volume without human support. The key element behind robotics is Artificial Intelligence(AI) which enables machine to think and act logically. Simply, we can say, AI act as brain while RPA function as eyes and hands.
Well, RPA is a game changer as well as future of technology. It does have the ability to learn, recognize voice, visualize images and most importantly decision making capability. The unique feature of RPA is the flexibility as well as scalability, which enable them to adapt quickly.
Zuora and Intacct today announced the availability of a pre-integrated cloud connector that eases the integration between the best-in-class billing and financial management applications of the two companies. These capabilities allow companies in the Subscription Economy™ to easily automate and streamline complex order management, billing, payment, and revenue recognition while gaining real-time visibility into key financial and business metrics.
Robotic process automation (RPA) is being used by banks and financial institutions to automate transactions and backend processes. RPA bots can work around the clock to complete tasks like data entry, allowing employees to focus on more complex work. The benefits of RPA for banking include low costs since it does not require infrastructure changes, increased accuracy and scale since bots can work continuously without breaks, and the ability to easily configure bots to new processes. RPA is helping modernize banking operations by speeding up processes, improving productivity and accuracy, and reducing costs.
The document discusses technology trends shaping sales and distribution functions across enterprises. Three key trends are identified: growing use of mobile devices for transactions, emergence of advanced analytics using customer data, and adoption of cloud computing. Companies profiled have upgraded their IT infrastructure with private clouds, ERP systems, CRM tools and VPN networks. Challenges faced included centralizing systems while allowing remote access, and securing data during transition to cloud-based systems. Mobile apps and predictive analytics are seen as important emerging technologies.
Supply Chain as a core differentiator: What does digitalization mean to the c...Christian Neumann
With the current speed of performance and capability increase from technology already certain industries have been disrupted. The presentation takes a look at how this might impact chemicals and esp. the supply chain of the industry
RPA uses bots to perform repetitive tasks without human intelligence, while AI enables continuous learning to simulate human intelligence. Banks are implementing RPA and AI to automate tasks like loan verification, customer onboarding, and fraud detection. This helps reduce costs, improve efficiency, and ensure compliance. When one major American bank used RPA for credit underwriting, it helped assess retail credit by checking client financial data and detecting fraud faster.
This document provides an overview of robotic process automation (RPA). It defines RPA as using software robots to automate repetitive tasks previously done by humans. The document discusses the evolution and benefits of RPA, including improved efficiency, cost savings, and employee productivity. It also outlines common RPA applications, implementation steps, top vendors, and considerations for C-level executives when adopting an RPA strategy. The market for RPA is expected to reach $5 billion by 2024 due to increased adoption by organizations seeking to enhance capabilities and reduce costs through automation.
#SaaS is proving to be a game-changer with its cost-saving advantages for businesses of all sizes. But that's not it. Watch on to explore the possibilities.
Mr Omkar Malage, Senior Industry Analyst, Frost & Sullivan, tells us how #SaaS is shaping businesses by making technology more affordable, accessible, secure, and adaptable.
Tata Tele Business Services has a wide range of SaaS. Be technology ready with our state-of-the-art solutions:
1. Hosted IVR - https://bit.ly/2ZqjQI5
2. Hosted OBD - https://bit.ly/2YmTCKb
3. Digital Survey - https://bit.ly/2YEBJG4
4. Live Chat - https://bit.ly/2SZlvlL
5. Document Management System - https://bit.ly/2HmVCbP
Visit our website to know more about our Connectivity, Collaboration, Security, Cloud-and-SaaS, IoT and Marketing Solutions: https://www.tatateleservices.com/
Like. Comment. Share.
Place your business enquiries here: http://bit.do/eN9Tj
Follow us on social media:
Facebook: http://bit.do/eHacx
LinkedIn: http://bit.do/eHacN
Twitter: http://bit.do/eHacP
Instagram: http://bit.do/eHacT
YouTube: https://bit.ly/31nHxS9
The document discusses how industrial goods companies can benefit from digital services. It states that digitization allows service providers to dramatically reduce costs by improving productivity and addressing some issues remotely. It also enables new digital offerings like predictive maintenance and performance optimization. The size of the opportunity means companies should enter the field of digital services aggressively to maintain their competitive position and growth prospects.
The document discusses several topics:
1. Allsec announces a strategic partnership with Kronos to provide comprehensive payroll management and workforce management tools.
2. BPO trends for 2018 include a focus on social media management, increased data security, growth of robotic process automation, and startups outsourcing due to budget constraints.
3. Robotic process automation can help automate accounts payable functions to reduce costs and improve efficiency, though some human intervention may still be needed for tasks like handling non-PO invoices.
What is robotic process automation - a guide to RPADaniele Fittabile
Robotic process automation (RPA) uses software robots, or agents, to automate repetitive tasks across applications and systems. RPA began by manipulating user interfaces like a human but now provides deeper integrations and enterprise features. RPA improves both individual and team productivity and can power digital transformation when implemented at scale across an organization. To maximize ROI, RPA requires centralized management, security, analytics and the ability to easily expand the digital workforce over time.
This presentation covers the current scenario of RPA industry, its imapct on BFSI Industry. It further covers the challenges, the myths, opportunities,benefits and future trends.
At Zensar, we envision operational efficiencies through our proprietary RPA framework, using which we identify hidden pockets of automation opportunities and deliver process improvements to our global customers across verticals like Manufacturing, Banking, Retail and Insurance etc.
Automating email responses with AI bots elevates your cost efficiency by 75%Enterprise Bot
An NLP-powered advanced automation engine like email response
automation (ERA) is the need of the hour for businesses to rightly
analyze and craft instant responses to complex customer requests
with high precision.
The document discusses a field service management platform called ServiceFirst. It provides organizations with a unified platform to manage their aftermarket service across the entire service ecosystem. Key features include real-time field insights, remote expert collaboration, predictive analytics, and unified customer journeys. The platform helps organizations address challenges like inefficient processes, subpar service performance, and revenue leakage. It can be used across various industries to improve service delivery and customer experience.
Zensar has leveraged its extensive Oracle Commerce experience to build a best-in-class B2C Commerce store by launching a new, integrated framework - Professional Access Rapid Application Deployment Environment - P.A.R.A.D.E.
Transforming Customer Engagement in UtilitiesRNayak3
Most utilities don't have to compete to gain and keep their customers, each utility company must design a customer engagement model that works best for it
In this brief, the GROOVE Learning Network presents lessons learned about effective M&E for value chain interventions.
Idea in brief: The value chain approach requires a rethink of traditional monitoring and evaluation (M&E). On one hand, managers and front line staff require information with greater frequency in order to make decisions and adapt in a complex operating environment. On another hand, the focus of the value chain approach on systemic change places unique demands on evaluators and evaluation designs.
A number of traditional M&E standards do not change in the shift to a value chain approach. But, effective M&E for value chain programming does require improving feedback loops, deconstructing walls between M&E staff and front line staff, an increased focus on measuring sustainability of impacts at multiple levels within a system and new methods for rigorously assessing impact.
Defining a digital transformation maturity modelShekar K. Rao
The document proposes a Digital Transformation Maturity Model (DTMM) to help companies evaluate the status of their digital transformation initiatives. The model is based on two dimensions: 1) maturity levels adapted from the CMM model, ranging from initial to innovating, and 2) organizational levers like strategy, technology, people that impact digital transformation. The document outlines the maturity levels and levers, and provides an initial mapping of how the levers map to the levels to create the DTMM. Next steps are identified to further develop the model into a quantitative assessment tool.
This document discusses Customer Relationship Management (CRM) in the context of non-banking financial services. It provides an introduction to CRM and highlights that most institutions take a narrow view of CRM, limiting benefits. A successful CRM strategy incorporates business activities, channel management, relationship management, and back-office/front-office integration within a customer-centric approach. The document then discusses concepts, benefits, challenges and importance of CRM for non-banks. It also covers CRM techniques used by non-banks in India and future trends in CRM.
This document provides an overview of Customer Relationship Management (CRM) in the context of non-banking financial services in India. It discusses how CRM can help automate lending operations, boost sales, improve customer experience and loyalty. However, challenges include creating a unified customer view across multiple systems and products. The document also outlines various CRM techniques used by non-banks like mobile and online banking. It emphasizes the importance of embracing new technologies like artificial intelligence, analytics and cloud-based solutions to gain insights, manage growth and stay compliant with regulations.
Are you in control of your customer communications?Scriptura Engage
Customer Communications Management (CCM) is subject to changing market conditions driven by digitalization, the Internet, a rich choice of media types, and changing regulations. Under these market conditions, organizations are advised to take a closer look into their customer communications practices.
Nevertheless, in-depth research by InfoTrends revealed that most organizations struggle with getting CCM to work. This document discusses the challenges associated with this and presents a grow path for CCM to help organizations improve their customer communications, reduce the cost associated with these communications, and to deepen their customer relationships.
Companies can improve customer retention rates by addressing the root causes of customer attrition through a strategic approach. This involves applying targeted retention strategies across all customer touchpoints in a coordinated effort. The document discusses establishing a "Churn Command Center" to oversee retention efforts across the organization. It also emphasizes the importance of customer analytics to understand why customers churn and tailor retention offers, as well as testing offers across channels to maximize effectiveness and minimize risks. Leading companies see reductions in churn of 10-50% through these integrated, data-driven approaches.
The document discusses the importance of voice of the customer (VoC) strategies for companies over the next 10 years. It states that the most successful companies will be those that align everything they do to customer outcomes. It provides an overview of applying VoC, including understanding customer touchpoints, optimizing customer journeys, surveying customers, analyzing feedback, and using insights to improve processes. It emphasizes the need for VoC programs to include employee and stakeholder feedback as well.
The document summarizes key findings from an Oxford Economics study on how manufacturers are transforming their business models to focus more on services. The study validated the existence of a "Service Continuum" model where companies progress through stages - from selling products to selling outcomes. It found that 70% of surveyed companies are in the early stages of the continuum focused on break/fix services. However, the study predicts that in 3 years most companies will have progressed further along the continuum towards more advanced outcome-based service models.
The document discusses implementing a Voice of the Customer (VoC) strategy to better align companies with customer needs and improve business performance. It provides guidance on collecting customer feedback through multiple channels, analyzing insights in real-time, and using the information to optimize processes and drive innovation. A case study is presented of an insurance company that increased member retention and return per member by implementing a VoC software solution to gather multi-channel feedback.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
Slide share British Quality Foundation UK - Customer Relationship ExcellenceDr. Ted Marra
Here is 'an oldie but goodie' I wrote for the British Quality Foundation in London - keeper of the EFQM Business Excellence framework. You will be able to see how things have evolved by comparing to recent materials on this subject - but still lots of nuggets! Enjoy
1) For an end-to-end customer experience management program to be effective, service quality must be managed across all touchpoints, not just the network. However, most solutions focus only on the network.
2) Poor performance of business support services negatively impacts the customer experience at touchpoints and can lead to issues like customer dissatisfaction and attrition.
3) To achieve a true end-to-end customer experience, technology assurance must go beyond just the network to encompass all customer touchpoints like call centers and digital channels. This requires collaboration between different functions.
Cisco Unified Contact Center Enterprise Recommendations
Cisco Unified Contact Center Enterprise (UCCE) represents the leading global, multi-site contact center platform available today.
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.
Field Services Transformation: Leveraging Change ImplementationCognizant
To remain relevant in today’s highly-charged, competitive landscape, Communication Service Providers (CSPs) need a change management framework comprised of committed leaders and an engaged field services organization, to ensure positive outcomes, motivate field technicians and prevent the loss of valuable resources.
VINVOX’s telematics applications help automotive industry clients secure customer loyalty, win new business, and make informed strategic decisions based on accurate real-time data.
Greg Gianforte argues that proactive customer service can significantly improve customer satisfaction, cut costs, and provide a competitive advantage over non-proactive competitors. Proactive customer service involves addressing customer issues before customers are aware of them through techniques like proactive messaging to provide information to customers, implementing processes to answer customer questions online, and monitoring service quality. It requires technologies like a knowledge base, email tools, chat, and surveys to track metrics. Making the shift to proactive customer service can enhance business performance even in challenging economic times.
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
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
Similar to Telecom Customer Experience Management - An Analytical Approach for Simplification (20)
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
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Telecom Customer Experience Management - An Analytical Approach for Simplification
1. Telecom Customer Experience Management
An Analytical Approach for
Simplification
Customer Experience Management (CEM) can be a
highly complex, resource intensive, and at times, a
‘leading to no-where’program. However, it is
imperative for Communication Service Providers
(CSPs) who are deeply affected by value-chain shifts,
disruptive innovations, and the inherent complexity of
their operations. While there are some genuine efforts,
there exists a significant amount of cosmetic effort in
the name of CEM, evident in global survey reports.
This has resulted in the perception that CEM is merely
a buzzword. One of the reasons behind this lies in the
inherent complexity of the subject. A constructive way
to address this is by simplifying the approach. This
would ensure a scientific and analytical step-by-step
process that may be monitored, controlled and
tailored, to suit organizational goals and next financial
year’s strategy. This paper discusses an analytical
approach towards a CEM construct which can be
designed, developed and executed as an eight-stage
program by CSPs.
White Paper
Industry research suggests that
more than 90% of unhappy
customers do not complain
proactively; the majority just decide
to leave.
Interestingly, more than 50% do not
mind paying extra for better service.
Good customer service and business
analytics do not necessarily affect
customer perception.
2. 2
About the Authors
Amresh Nandan
Amresh Nandan is the Head of Strategic Initiatives in Tata
Consultancy Services’Telecom business unit, where he focuses on
the challenges faced by Communication Service Providers. He
brings over 14 years of experience in consulting, strategy
development and execution, offerings management, and
business development. Amresh has extensive insight into telecom
trends, strategy, and practices. He has initiated and led the
development of several offerings and associated practice
management in areas including network assurance, product
management, device management, enterprise mobility, and
customer experience management. Amresh is an electronics
engineering graduate and has an advanced diploma in marketing
management.
Tony Hines
Tony Hines has over 25 years of experience in the
Telecommunications and IT industries. He has held several senior
roles and is currently the European Head of Telecom, Media and
Hi-tech practice for TCS' Global Consulting Practice. Tony brings
deep expertise in business management consulting disciplines,
focused primarily on the Telecom sector. Prior to joining TCS, Tony
worked at Logica and Racal Telecom,where he built a Mobile
Virtual Network Operator (MVNO) from scratch. The MVNO
focused on the UK railway industry and in its infancy, was
Vodafone’s fastest growing MVNO. Tony holds a Bachelor of
Science in electronic engineering and a Bachelor of Arts in
marketing and economics.
3. 3
Table of Contents
1. CEM Philosophy: Is CEM an Extension of CRM or CLM? 4
2. Where the Complexities Arise 5
3. Demystifying Complexities for a Simple Approach 7
3.1. A CEM Construct for CSPs 8
3.2. The CEM Construct to Business Operations 9
4. Results from Our Analysis 10
5. Putting it Together for a Smooth and Ongoing Program 13
6. Conclusions & Take Away 14
4. 1. CEM Philosophy: Is CEM an Extension of CRM or CLM?
Customer service is often measured by customer churn. Communication Service Providers use this
parameter as one of the principal business performance indicators and regulatory authorities monitor it
in the majority of markets. This approach has its roots in the business Key Performance Indicators (KPI) -
Average Revenue Per User (ARPU) and the implementation of Customer Relationship Management (CRM),
and Customer Loyalty Management (CLM) - which every conscious services organization has employed in
some form..
There is in essence, nothing wrong with this approach. However, the implications of changes in the
external environment are too many and too significant to continue to depend on this approach.
Customer churn needs to be contained. The question arises whether CRM and CLM are as appropriate
today as they were a decade ago.
With rapidly changing factors influencing a customer (such as devices, channels, and personal
preferences), it is difficult to keep pace with the current implementation of CRM and CLM. CEM is not
really an extension of either of these.. However, it is the same philosophy that helped develop CRM and
CLM. A customer getting his‘Need’fulfilled through a product or service, is a happy customer. Similarly, a
customer whose‘Desire’has been affected through a product or service, is a delighted customer. In effect,
the same philosophy governs CEM. Not meeting the‘Need’leads to much worse experiences than not
being able to address the‘Desire’, or delight the customer. This defines the value and perception of the
brand among customers. Thus, it is important for Customer Experience (CE) management to first focus on
the‘Need’as a hygiene factor (Figure 1).
4
Figure 1: Perception Impact on Experience
Emotion & Perception
Affecting the CSP
Desire
Leading to
Expectations
Need
and, Sense
of Value
“Customer experience is
the internal and subjective
response customers
have to any direct or indirect
contact with a company.”
(Meyer & Schwager, 2007)
Harvard Business Publishing
Boston
“...It is a blend of an
organization’s physical
performance, the senses
stimulated and emotions
evoked, each intuitively
measured against customer
expectations across all
momentsofcontact.”
(Shaw&Ivens,2005)
PalgraveMacmillan
NewYork
5. 5
In contemporary implementation, CRM and CLM provide a set of tools in the hands of sales and customer
service departments, with little or no influence or effect, on the rest of the organization. Changes in the
external environment today require everyone in the organization to think‘Customer Experience First’.
Additionally, organizational structure, functions, and the key responsibilities associated with them, have
also changed with globalization and the introduction of new services over time.
For a CSP to design and successfully execute a CEM program, the first thing to address is the philosophy
that motivated them to implement CRM and CLM in the first place. CSP operations need to change their
focus to serve customers by meeting their need first (to prevent churn) and subsequently, to affect their
desire (to develop loyalty). This is what the industry calls Customer Experience Management.
CSP operations are inherently complex owing to their infrastructural nature, being a networked industry,
and the ever increasing needs of communication among consumers. Governments and regulatory
authorities add to the complexity through various regulations, including interconnection terms and
conditions, universal service obligations, maximum geographical coverage, rural penetration, and service
quality, to meet socio-economic objectives and enhance economic efficiency.
The industry has addressed these issues through a shift in the value-chain (e.g. introduction of passive
and active infrastructure players, network operators, and MVNOs.) over the years. Types of service and
service delivery mechanisms on the other hand, have become complex owing to the internet and
portability of otherwise static devices. In such a scenario, the traditional method of running CSP
operations with a focus on CAPEX, OPEX and Subscriber size, does not help the customer or the CSP in
the long run. Customer experience measures must be included in the parameters of business
performance. Then, they can be periodically measured and managed in the process of day-to-day
business.
While the subject of complexities of a CSP is a vast one for debate and discussion in itself, it is vital to
consider the inception points of these complexities from the customer experience perspective. The
factors affecting a customer’s experience at each stage of the standard CSP’customer lifecycle chains can
be seen in Figure 2. It is evident that many of these factors are inter-related and add to the complexity of
the CSP operations. Thus, customer experience is not limited to a departmental responsibility or an
individual’s responsibility areas. In typical CSP operations of modern times, these factors are spread over
dozens of functions and departments.
2. Where the Complexities Arise
6. 6
When a CSP decides to focus on its customer’s experience and streamline operations accordingly, it
meets with new levels of complexity - where to begin? To answer this question, the following points
need to be considered:
1. Where does a CSP stand today in terms of its customer’s perceptions?
2. Can a CSP do an objective measurement of customer experience levels for products and services?
3. Among the myriad of applications and processes that a CSP runs with, is it possible to pinpoint the
ones affecting the customer experience in a given way?
4. How does one decide the investments apportioned to a certain process, system or platform,
knowing/predicting well enough its impact on the customers?
5. What is the relevance of various CSP-Customer channels (traditional and new ones, like social media)
from the experience perspective?
6. Can the effectiveness of customer experience enhancement programs be tracked and benchmarked?
Many partners and product vendors further add to the complexity by positioning their products around
CEM. Even if this were true, it can affect only a limited set of processes or system KPIs, generating the
false impression that the CSP is undertaking CEM.
The complexities and resultant challenges can be summarised as shown in the table below:
Number of Offerings; Multiple
and New Mediums for
awareness – Challenges lies
in optimum use and
consistency of information
Mediums of Purchase; Ease of
Purchase; Options for
Purchase; Transaction Type;
Time Required
Number of Options; Speed;
Personalization; Options for
Remote / Self; Ease of
Configuration
Multiple Channels,
Convenience, Effectiveness,
Transparency, Speed,
Options, Acknowledgement
Multiple Channels, their
objectives and effectiveness;
consistency and
completeness of information
Number and Types of
Products & Service Requests,
Personalization;
Customization, Convenience,
Speed, Ability to Bundle
Ease of Use; Service Quality;
Customer Care - Reach /
Options / Ease / Effectiveness
Offerings Upgrade,
Expectations Management,
Customer Care, Quality
Management, Brand Loyalty
Awareness Enquiry Purchase Order Mgmnt Configure Usage Payment In-Life Loyalty
Figure 2: Salient Factors in Customers’Lifecycle
7. 7
Currently, there is a lack of baseline on CEM which a CSP can use to design its own program. Furthermore,
the subjectivity involved in CEM can easily push effort in a direction to address the organization’s view
instead of a customer’s perception, and any CEM program which doesn’t address customer’s perception is
at best, only a cosmetic effort.
It is important to tackle the‘Need’part first. Addressing‘Desire’should ideally be the second step. Tackling
‘Desire’may require more than what a CSP possesses already (i.e. fresh investments into systems to
address changed preferences).
That said, even for the‘Need’part of the customer experience, designing programs such as CEM requires a
certain level of top-down abstraction. The abstraction is required to measure customer experience, map
these measures to various processes and applications within the CSP operations, and then manage them.
The usual functional break-down and organizational structure to address the needs and promised
product/service has been in practice for a long time. Yet, the complexities of operations and underlying
processes create scenarios for failures more often than anticipated. Thus for CEM, the abstraction should
be done by dividing the areas of experience as per the customer lifecycle. For example, interaction with
CSP’s representative (marketing or customer care), procurement experience, service experience
3. Demystifying Complexities for a Simple Approach
Challenges Implications
What is customer experience – Business View
(Marketing) / Systems View (KPIs) / Customer Views
(Surveys) / Customer Perception
Unscientific methodology for Customer Experience:
Fragmented or Bottom-Up Approach.
Which department has a role in customer
experience management - who should do what
and to what extent?
The focus invariably shifts to one or two departments
(e.g. Customer Care).
More than a dozen systems impact customer
experience. What is the role and importance of
each?
The focus invariably shifts to one or two systems (e.g.
Contact Centre or Self-Care).
Where does a CSP start and where should it invest
first? How to benchmark?
Uncoordinated effort and Fragmented upgrades of
systems and processes, No Real Benchmark.
How much investment is justified and how do you
prepare the organization for customer experience
readiness?
Haphazard Approach/Product- Centric Investments.
Table 1: Top Challenges and Implications for CSPs
8. 8
(separately for retail and enterprise customers), customer care experience, billing and payment
experience, to name a few.
The sum total of each of these experiences is referred to as the Total Customer Experience being
delivered by a CSP. Any measurement and management effort should begin right from the initiation of
the customer lifecycle and should cover all the aspects of CSP-Customer interactions and transactions -
both from the Need and Desire perspectives.
3.1. A CEM Construct for CSPs
With the discovery and prioritization of the areas of importance of customer experience for a CSP, the first
level of simplification is achieved. This provides a top level functional break-up of CEM from a customer
lifecycle perspective and from here, a top-down construct can be developed. This construct should be
dependent on the areas of operations of the CSP (e.g. fixed line, mobile), focused market segments (e.g.
retail, enterprise), geographical spread of customers (e.g. metro, urban, rural); apart from the usual
business functions such as marketing, sales, order management, fulfilment and assurance.
Each of these experience areas lend themselves to certain mediums or channels, through which the
customer interacts with the CSP. For example, a mobile phone is a big channel or medium of CSP-
Customer interaction and transaction in a mobile retail CSP operation scenario. Similarly the CSP’s website
and selfcare portal are other mediums of CSP-Customer interaction. For a granular and analytical
framework, each of the channels of each identified experience area, should be uncovered for analysis. For
the sake of further simplification; one can even divide the identified channels or mediums into multiple
types as appropriate.
This is where customer experience analysis begins. These mediums or sub-mediums of CSP-Customer
interaction and transaction are affected or influenced by a number of factors which in turn affect
customers’experience. Identification of these factors, which aid in meeting the‘Needs’and influence the
‘Desire’, is critical for CSPs. For example, a voice call through the medium of mobile phone will involve
factors like – the call connection time, clarity of speech, and successful completion of the intended call..
Similarly, in the case of interaction via selfcare-portal - the way to log into the portal, look and feel of the
webpage, available features and functionalities, and ease of navigation - are some of the factors affecting
the customer experience.
Figure 3: Customer Experience in Totality
Total Customer Experience = Experience
Interaction
Procurement
Product Usage
Service Usage
Billing
Payment
Customer Care
Problem Resolution
[ [
9. 9
With this approach, the construct looks something such as shown in Figure 4:
Maximum caution is required in the identification of the experience factors as these are not only
technical or system KPIs (e.g. latency, call drop rate, packet data throughput) but also the perception of
the customer during his interaction and/or transaction over the channel (e.g. look & feel, ease in making
payments, presence of desired information). Unless the factors which affect perception are taken into
account as a whole, the construct is only another view into system or business analytics.
The measurement of these factors depends on the nature of the factors. Certain factors, such as, call drop
rate or throughput, can be measured through existing systems and tools. However, majority of the
factors would require a survey (with questions pertaining to CE Factors) to be conducted in order to
capture customer perception at each channel or medium. Aggregation of these customer experience
factors to arrive at the CE measure for the channel, requires scaling the survey and system parameters on
the same scale (e.g. a five Point or seven point Likert Scale mapped to -100 to +100).
3.2. The CEM Construct to Business Operations
The next level of simplification can be rather tedious from a planning perspective. In order to effectively
implement CEM, it is important to identify the processes and applications in the CSP organization which
have an impact on the customer experience.
This identification is dependent on the functional role of the processes and applications in the way that
they have been implemented. These processes and applications should map as‘one-to-one’or‘one-to-
many’with the experience factors identified. That is, one factor influencing the experience in a good or
bad way as a result of several processes, must be implemented across more than one application or
module.
TM Forum’s (TMF) standards guide CSP operations. Although not all CSPs follow TMF standards, most
CSPs have a set of processes and applications. These are similar to eTOM (version 9.0) and TAM (version
4.5) recommendations. For the sake of explanation using eTOM and TAM: the experience factor‘Presence
of desired information' on a CSP's website is dependent on several processes such as 'Link Market
Figure 4: The CE Measurement Construct
Experience
Areas
Experience
Mediums
Experience
Interfaces
Experience
Factors
Area-1
Medium-1 Medium-N
Interface-1 Interface-2
Factor-3 Factor-4 Factor-N
Interface-NInterface-3
Factor-2Factor-1
10. 10
Segment & Products (1.2.1.1.4)', 'Product & Campaign Message Development (1.2.1.7.2)', 'Message &
Campaign Delivery Management (1.2.1.7.5)', and 'Message & Campaign Effectiveness Monitoring
(1.2.1.7.6)'. Further, these identified processes could be implemented across 'Customer Sales Portals
(3.7.1)', 'Indirect Sales Portals (3.7.3)', 'Customer Self Management (5.4)', Enterprise Website & Portals (9.6.2)
etc. This leads to a map of Customer Experience Factors to Business Processes as shown through the
structure in Figure 5:
Similar to the identification of the Experience Factors in a given experience area, the identification of the
right business process and applications, or modules, influencing an experience factor is an important
step. A lot depends on the CSP’s internal business operations and implementation of systems and
processes. Work done in the past on business process transformation projects could be leveraged here.
Post measurement of customer experience, the analysis of processes and applications should be done in
the context of experience factors. This would provide a direct guideline to process owners in various
departments to tailor the processes to address undesirable CE measures in a specific channel or even a
specific experience area.
After this step, a CSP is ready to benchmark its customers’current experience levels, as well as, design a
program for subsequent improvement in the processes and applications. These improvements may then
get guided by the context of experience factors as measured, instead of organizational or managerial
perception.
Our analysis of modern CSPs serving both retail and enterprise customers, suggests that there are a
minimum of seven experience areas, more than 50 channels of CSP-Customer interaction and transaction
in the customer lifecycle, and almost 250 factors across the channels that affect customer’s experience.
Of course, it is understood that not all the experience factors are applicable to every CSP. It is also
recognized that even for a specific CSP, the applicability and weightage of various experience areas and
channels may vary in a given timeframe. Thus, the mechanism to focus on the importance of a channel
and even an experience factor was brought into our analysis. The measurement output with a sample of
data represents the status of various channels as shown in Figure 6 below. The channels in red gradient
are contributing maximum to the areas of bad experience, whereas the channels in green are
contributing to the good customer experience.
4. Results from Our Analysis
Figure 5: Experience Factor to Business Operations
Experience Factor
Process 1 Process 2 Process 3
App / Module 1 App / Module 2 App / Module 3 App / Module 4 App / Module 5
11. 11
Similarly, the measurement output with aggregation of data across channels and across experience areas,
provides the status of each area and the CSP’s overall operations as shown in the Figure 7 below:
Figure 6: Representative CE Measures across Channels with Sample Data
Figure 7: Representative CE Measures across Areas with Sample Data
12. 12
When identified properly, these experience factors say a lot about‘how to operate’. For example, in our
analysis we found that a comprehensive mobile device management system and its integrated
implementation (considering CE context) can positively influence customer experience in the range of 30
to 40%.
Our analysis using TMF standards (eTOM and TAM) with CEM construct, in the context of a contemporary
modern CSP, highlights some interesting facts. If we consider the repetition of processes and applications
or modules across all 250 identified experience factors, the process count is nearly 700, and the
application/module count is almost 900.
However, only 80 to 100 unique processes (at L3 level) need to be relooked at. In the context identified,
experience factors and these 80 processes could be implemented across approximately 70 unique
applications or modules. These unique processes are spread across operations such as marketing,
product management, CRM, sales, order management, assurance, billing, customer care, partner
management, workforce development, and knowledge management. A focus on these processes around
perception measures can fix regular business operations itself.
Using this approach, taking the sample data used in measurement (shown above), the processes and
applications to be looked at for one of the channels (say, problem resolution at a CSP’s Franchisee store)
can be seen in Figure 8 below:
These processes and applications should be enhanced in the context of a customer’s perception of the
‘timely interaction with trained personnel, understanding of customer’s problem, ease of
responding/actionable, problem and resolution satisfaction. This forms the basis for customer experience
improvement initiatives in line with CE measures and enhances regular business operations with relevant
CEM requirements. It also allows the distribution of the CEM effort across all teams involved in regular
business operations.
Figure 8: Representative CE Measures across Areas with Sample Data
13. 13
5. Putting it Together for a Smooth and Ongoing Program
As evident, a CEM program from conceptualization to implementation comprises of several steps of
designing, planning, execution, and enhancement activities. These steps can be schematically
represented as shown in Figure 9 below.
The program is an organizational team effort. However, its implementation warrants a‘CEM Champion’
who can be the sponsor (preferably from senior leadership) and work with SMEs across the organization
to design the CEM program and plan for its execution.
Amidst all of these analytical considerations for the CEM program, lie the important aspects of
organizational culture and people. Both these aspects have a direct and immediate impact on the
program; Just like any large change management program in an organization, clear sponsorship and
good communication is paramount for success.
While the CSP operations and processes do factor in workforce development as part of their business
operations, programs like these may not suffice with the usual processes of workforce development. It
requires instilling the ethos of customer experience among people of the organization, as well as, to
partners and suppliers who form part of the value chain of business operations.
Figure 9: Step-by-Step Approach for CEM Planning & Execution
Stage-1: CEM OBJECTIVES
Define Customer Experience Program Objectives
Stage-2: CEM CONSTRUCT
Build the Organizational CEM Construct
Stage-3: MEASUREMENT APPROACH
Identify right samples, size and measurement mechanism
Stage-4: MEASUREMENT EXERCISE
Develop overall Experience Measure
Stage-5: CHANGE MANAGEMENT PLAN
Identify the areas of good and bad experience
Stage-6: CHANGE CONTEXT APPROACH
Find Processes and Applications with Context for change
Stage-7: RECOMMEND CE IMPROVEMENT
Recommend and Execute CE Improvement Strategy
Stage-2a:
Identify Experience
Areas of Importance
Stage-2b:
Identify Channels /
Mediums in each Area
Stage-2c:
Identify Experience Factors
in each Channel / Medium
Stage-2d:
Link the Factors, Mediums
and Areas
14. 14
6. Conclusions & Take Away
CEM can be a good way for organizations to manage the shift to the‘customer economy’where customers
have more power than ever before. For CSPs, focusing on the customer is not new and neither is the
‘Customer First’idea. What is new, is the potential impact of failing one. In an industry where the concept of
brand loyalty is fast disappearing, CEM can certainly be a key enabler of sustainability for CSPs by providing
better experience to existing customers instead of investing in acquiring new ones..
Even though CEM is complex, its importance warrants simplification. A change in functional perspective to
address CEM can help develop this simplified approach.
Tackling CEM in a way which is aligned to various experience areas for a customer, allows the development
of an analytical method for planning and execution. Using the concept, a CEM construct as detailed in this
paper, can be developed for a CSP and used for periodic assessment and continuous improvement. It may
be compared to an evolving maturity model used by quality assurance programs. Such a CEM construct
can address the identification of areas of good and bad experience, help prioritize investments in CE
programs in line with larger business strategy, and address problems in the essential processes and
applications that help run the business.
Our top-down approach automatically distributes responsibility across the organization, making everybody
responsible for factors affecting customers . Thus, the approach avoids changes in the organization
structure, unless functionally warranted. A CEM champion is recommended..
CEM program execution can become part of ongoing business operations and CSPs can use the customer
experience measure as one of their key performance indicators.
References
1. Best, Ian (2012, Apr). TM Forum customer experience management introduction and fundamentals, Managing the Quality of Customer Experience – TR148, TM Forum.
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http://www.bain.com/Images/LOYALTY_INSIGHTS_1_Introducing_the_Net_Promoter_system.pdf
4. Meyer, C. & Schwager, A. (2007). Understanding Customer Experience. Boston, MA: Harvard. Business Publishing.
5. Richardson, A. (2010, Nov. 15). Using customer journey maps to improve customer experience [Web log comment]. Retrieved from
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