cross-channel customer experience design in telecommunications

Transform to the power of digital

Differentiating Customer Experience Design in Telecoms Stand out by delivering a seamless, cross-channel customer experience in sales & service

Capgemini Consulting Netherlands – TMU

May 7, 2012

Management summary

Wow!

Copyright © 2011 Capgemini Consulting. All rights reserved.

Challenges for mobile operators Regarding business value & market relevance

Challenges & options for differentiation for mobile operators

Mobile operators have a challenging position in the mobile communication market and are looking for ways to sustainably differentiate themselves

2

A way for mobile operators to differentiate is a customer-focused sales & service experience design

Source: “Mobile Life: Study on consumer behavior on mobile devices”, TNS NIPO, 2011, consumers in mature markets (base: 10,183)

+

Opportunities for differentiation From direct competition & new challengers

Product differentiation

— Handsets

— Broadband

— Services

Price differentiation — Bundles

— Handset subsidies

Network differentiation — Technology

— Coverage

— Quality

Sales & service differentiation — Multichannel presence

— Customer experience Mobile operator brand 27%

Content & apps 32%

Operating System 32%

Model of handset 38%

Brand of handset 44%

Look & feel of device 53%

+

-/+

-/+

+?

Differentiation on

Differentiation options

Opportunity score

Product

• Handsets • Broadband • Value-added services

(VAS)

+/- (bit-pipe future, some opportunities in VAS)

Price • Bundle discounts • Handset subsidies

- (direct competitors

quickly follow)

Network • Technology • Coverage • Quality

-/+ (competitors converge, significant investments

needed)

Sales & Service

• Multichannel presence • Seamless customer

experience

+ (not a strategic focus, successful examples

other industries)

Only 27% of consumers consider the mobile operator brand important when purchasing mobile services

How to improve customer

loyalty?

How to maintain

revenues?

How to deal with increasing sales & service demand by smartphone

customers?

How to position against over-the-top

service providers?

How to benefit from increasing smart-

phone usage?

Source: Capgemini analysis


Scoring of sales & service capabilities per market player

Mobile operators are well positioned to exploit a central position in sales & service because of their multi-channel footprint, customer insights and direct billing relationship

3

Mobile operators could position themselves as value-added middle man in the increasingly more complex market of mobile communications


Handset manufacturers

Mobile operators Sales & service capabilities

Direct multichannel distribution & service

Strong in retail and call centre sales & service

Improving in online channels and social media

Valuable customer insights generation

Real-time mobile usage profile (data, voice, sms) per user

Multichannel view on product, sales & service needs

Recurring and direct billing relationship

Invoicing of device purchases Monthly direct invoicing of

mobile usage (also for 3rd parties)

Over-the-top service providers

Mostly indirect sales & service through 3rd party (r)etailers

Emerging direct online and social media services

Strong online presence in sales and self-service

No retail and call centre channel for sales & service

Limited view on product and service needs of customers (through 3rd parties)

Limited or no direct billing relationship

Real-time view on mobile usage profile (apps) per customer

Limited view on general mobile service needs of customer

One-time invoicing of apps and content purchases

Limited usage-based direct invoicing for apps


Customer-centric sales & service performance optimisation

Evolution of maturity in sales & service experience

True differentiation in sales & service can be achieved by offering a seamless, cross-channel customer experience

4

Retail channel only

Retail plus Online and Call Centre channels

Multiple, profit-optimised channels

Integrated multichannel management

Seamless cross-channel customer

experience

Bricks-and-mortar stores only

Retail is primary sales channel Customer support limited to

specific channels and not consistent

Each channel is optimised to maximise sales Support scope, levels and

costs defined and optimised per channel

Channels optimised to maximise overall sales and minimise churn Consistent support scope and

levels across channels, customers directed to best channel for specific need

Channels aim to maximise customer lifecycle value Seamless customer journeys

across channels and along the entire customer lifecycle incl. WOW moments Customers migrate between

channels depending on preference

Maturity

Time

To-Be?

Your current situation?

Where is your company in this channel maturity model and what are the challenges you face to move to the next level?

Some examples of cross-channel experiences

Guru support on YouTube and in retail No direct link to call centre and

social media support channels

Support concept in online, call centre, retail and social media with similar support services Flow between support channels

Technical support in online and social media channels No clear support

proposition in retail



Capgemini’s Customer Experience Transformation (CET) framework

Our Customer Experience Transformation framework start with defining a clear customer experience vision and goes all the way to detailed experience design and implementation

5

We can support you in realizing a full customer experience transformation, on company level or for your key channels, customer segments, products or business processes

End-to end customer

experience design (journeys)

Transformation of people, processes &

technology

Customer experience KPIs • Outcome measures, e.g. NPS, customer

satisfaction, retention • Performance drivers, e.g. call waiting time,

first call resolution

CE vision

Activities Deliverables

Determine the impact of the journey designs on people, processes and IT

Create the transformation map with projects to implement the journeys, make a detailed planning and execute

Define the overall (or specific) CE vision based on company and brand strategy, and on customer insights and market developments

- Through ASE vision workshop with key CE stakeholders (also creating CE mobilization)

Define the customer lifecycle stages and major interaction points with your customers

Define and design end-to-end, cross-channel customer journeys within the lifecycle stages

Based on the CE objectives, the journeys and supporting processes define your KPIs and targets

Design and implement a CE KPI dashboard for continuous CE management

Detailed experience designs

CE vision document

CE KPI dashboard

CE transformation map

Customer Experience Transformation

Overall or for a specific channel,

customer segment, product or process

Company & brand strategy

Christiaan Langezaal Managing Consultant t. +31 (0)6 20442789 e. [email protected] Capgemini Consulting Netherlands

Hugo de Vries Senior Consultant t. +31 (0)6 46706767 e. [email protected] Capgemini Consulting Netherlands

cross-channel customer experience design in telecommunications

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