cross-channel customer experience design in telecommunications
Post on 18-Dec-2014
4.685 Views
Preview:
DESCRIPTION
TRANSCRIPT
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
Copyright © 2011 Capgemini Consulting. All rights reserved.
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
Source: Capgemini analysis
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
Copyright © 2011 Capgemini Consulting. All rights reserved.
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
Source: Capgemini analysis
Copyright © 2011 Capgemini Consulting. All rights reserved.
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. christiaan.langezaal@capgemini.com Capgemini Consulting Netherlands
Hugo de Vries Senior Consultant t. +31 (0)6 46706767 e. hugo.de.vries@capgemini.com Capgemini Consulting Netherlands
top related