Customer Experience Management in...

Welcome to

Customer Experience

Management in Telecoms

26th – 28th January 2015 The Victoria Park Plaza

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CAPITALS

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Customer Experience: Transform or Die

ELIA ASENSIO – Head of quality, Vodafone Europe Claudio De Angelis – head of CEM sales, Ericsson London, January the 28th, 2015

“There is no growth in the comfort zone

and no comfort in the growth zone.”

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Commercial in confidence | January 2015 |


› Elia Asensio – Head of Quality, Vodafone

Europe

Elia has 15+ years of experience in telecommunications,

active contributor to business success with experience in

networks, planning, engineering and deployment.

Currently Elia leads Quality team in Vodafone Europe,

working to guarantee Vodafone quality performance

standards in mobile and fixed and bridge gap between

performance data and customer experience-NPS.

› Claudio De Angelis – Head of CEM sales,

Ericsson

Claudio leads the Global CEM Sales team, and works to

identify value by creating CX and Big Data initiatives with

Ericsson’s strategic clients.

18 years in Management and Consulting, mainly in

Telecoms.

Sales, Transformation Delivery and People Management.

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Agenda

1 | introduction – Inside-out & outside-in: 2 sides of the same coin

3 | The neglected son: outside-in

4 | Q&A

2 | Vodafone: Testimonial of inside-out best practice

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"Syed revealed that his promoted tweet campaign cost him $1,000

and reached almost 80,000 people, garnering almost 15,000

'engagements' which are retweets and favorites."

(British Airways located Syed's father's luggage, and returned it –

along with an apology).

be proactive or your customer will react for you

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Commercial in confidence | January 2015 | 6

Don’t assume Telecoms is in better shape

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Yes, someone else is even worse …

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… there are top class examples too …

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Ericsson’s Customer Experience Lifecycle Model

Get

Transparency

Simplicity

Responsibility & ownership

Accessibility

Personalization

Speed

Choose us and Buy I want a product / service and I have a choice of providers…

I know what I want to buy

Buy & first usage I want to become a customer of the operator…

I am using my product/service for the first time

Activate I need to activate my new service...

I want to login to my account

Explore I want to get the most out of my product/ service, I am using

my product/ service exactly how and when I want to,

with the promised performance

Fix it I need help to resolve a problem/ query…the problem/ query

is now resolved in a way that makes me feel valued

Emergency I need emergency help as my device/ account

has been lost, stolen or cancelled…

Pay I need to pay for my services…

I pay for my services in a way that suits me

Thinking of leaving I need to review my service/product

I am thinking of leaving the operator…

I have chosen the option that is best for me

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Inside-out & outside-in

JOURNEY MAPPING

BRAND HEALTH OPTIMIZATION

Corporate strategy, customer expectations and shareholder

promise, business goals and brand health

e.g. Online Usage Analysis and Reporting.

SERVICE MEASURES

TECHNOLOGY MEASURES

CONTACT CENTRE ANALYTICS

CHURN ANALYTICS

Quality of (any) services offered, as near

to the customer’s perspective as possible

Network & IT system performance,

OSS, BSS, counters, log files, drive test

e.g. Packet Loss Rate

e.g. SLI – Service Level Index

SERVICE QUALITY MANAGEMENT

e.g. Video Streaming Quality

EXPERIENCE MEASURES

VOICE OF THE CUSTOMER

NETWORK TO SENTIMENT CORRELATION

SOCIAL MEDIA ANALYTICS

Perception metrics (how customers think

and feel), descriptive metrics (what

actually happened), outcome metrics

(what customers did / will do)

e.g. Web Buzz / Social Media e.g. Net Promoter Score

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Agenda



4 | Q&A


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NETWORK INVESTMENT

REVENUES INCREASE

CHURN REDUCTION

COST REDUCTION

according to CX,

profitability and / or

technical constraints

Proactive QoS

management

Streamlined

operation as

enabler for CX

Understanding & Measuring Customer Experience Vodafone’s CEM Business Drivers (why we are doing what we are doing)

• More accuracy on diagnosis

reducing MTTR

• Efficiency on network

monitoring, fault resolution

and preventive maintenance

• Tools consolidation

enablement

• A different APPROACH to Customers

• New CHALLENGES as Mobile Operator

• Increasingly important to improve LOYALTY .

• NETWORK as KEY EXPERIENCE PLATFORM

• DIFFERENTATION

• DATA CONSUMPTION increasing dramatically

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Understanding & Measuring Customer Experience Vodafone’s CEM Journey (where we were, where we are)

NETWORK COUNTERS

MARKET DRIVE TEST

PROBING

SYSTEM

NETWORK COUNTERS

MARKET DRIVE TEST

CROWD-SOURCING

NETWORK

NPS

PROBING

SYSTEM

network-centric

Silos across data sources

KPIs-centric

First level of correlation across

sources; simple algorithms…

…not further exploration in

customer management

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customer-centric

E2E CUSTOMER

EXPERIENCE

NETWORK COUNTERS

MARKET DRIVE TEST

CROWD-SOURCING

NETWORK

NPS

PROBING

SYSTEM

Customer calls to Customer Care where solution

improves first call response, based on real-time data,

experience per service, etc..

Real time incidents per user, most probable cause

and map visualization of regions, areas, cells.

Prioritize investments and optimization actions for

network deployment and expansions based on

customer experience.

Identify upselling opportunities: users with high

download volume and low subscription profile.

VIP users monitoring or groups monitoring.

Understanding & Measuring Customer Experience Vodafone’s CEM Journey (where we want to be)

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2G&3G Data: Web Browsing, Video,

File Transfer

3G Voice: Dropped Calls

Real Time Network Information

from Probes & Intelligent Mediation

June 2014

Galicia (800Ks Customers)

Understanding & Measuring Customer Experience The Spanish Example TRIAL: POTENTIAL OF THE ERICSSON SOLUTION

USES CASES:

• Classification of customers according to different

experiences

• Identification of areas with low performance by type of

service.

• Worst cells radio vs worst cell based on customer

impact

CONCLUSIONS:

• Excellent solution with information based on

individual customers and with a friendly user

interface

• Combines and correlates multiple information

sources with intelligent mediation

• Find Drivers and Insights to improve network

perceptions

WHEN

WHERE

WHAT

HOW

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Agenda



4 | Q&A


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EMC

SOC

NOC

Get

without outside-in your not “facing” up to Cx

EXPERIENCE

MEASURES

SERVICE MEASURES

TECHNOLOGY MEASURES

Experience

Management

Center

Service

Operation

Center

Network

Operation

Center

Since experiences are inherently personal to every consumer, this necessitates the

inclusion of subjective experience KPIs alongside objective measurements.

Objective data alone does not tell the whole story, nor does it truly measure, monitor and

manage the experience.

The EMC must take an

outside-in approach that

focuses on staging memorable

events that engage customers

in an inherently personal way.

THE NETWORK AS AN EXPERIENCE PLATFORM

BUSINESS

OBJECTIVES

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modulators

Example #1: capturing CX using “complexity theory” approaches

Using stories to derive insight, help us unpack not just CX but NPS too.

But you need to try out ….

50% of network perception is not about the network

Service as well as reliability matters more than price

Not many recommend highly services such as voice and web browsing

even though on a traditional survey the scores were high - i.e.,

traditional surveys are subject to response bias

(*) Ericsson study, 1500 stories – Indian operator

Working in a complex environment on subjective perceptions, root-cause analysis tends to

mislead as the interactions between different modulators cannot be reduced to a single root

cause.

Mass

Qualitative

Information

Quantified

story

story

story

story

Promoters don’t promote: 15% would ‘never, ever recommend’ and

27% don’t see the difference to other networks and would ‘never, ever

recommend’

Detractors don’t detract: only 19% would never, ever recommend

Service means responsibility and ownership which matters more than

obtaining the actual answer

Root causes Hygiene

Perceptions ….

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Example #2: digital experience

Find

• Informed online

• Carefully compare products

and prices

Get & Set-up

• Buy on-line

• Flawless,

rapid delivery

/ activation

Get help, Pay for,

Modify

• Prefer self-serve and

self-provisioning

solutions

Channel as vertical platform

solution, NOT integrated: NOT

consistent process and data

context management

NOT fully automatized

fulfillment : subsequent

customer interactions, paperwork;

Processes can be digitalized

and self-served still delegated to

Call Centre / Dealers

“one” digital consistent process

and data

Consolidated / Integrated, current

view of the customer

Effective and integrated

management of data (IT and

Network, Web and social)

Compelling, integrated,

“seamless” experience

“Near-real-time” service delivery

and activation

WHAT IF ….

(across channels)

Use

• Share

shopping

experience /

use

OPERATOR

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CAPITALS

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ELIA ASENSIO – Head of quality, Vodafone Europe Claudio De Angelis – head of CEM sales, Ericsson London, January the 28th, 2015

“If you charge for the demonstrated outcomes that your customers

achieve, then you are in the Transformations business. This is the

next stage of economic progression after Experience.”

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Welcome to

Customer Experience

Management in Telecoms

26th – 28th January 2015 The Victoria Park Plaza

Customer Experience Management in...

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