3 Key Steps to Capitalize on Customer Experience | 2012 · PDF file3 steps to capitalize on...

3 Key Steps to Capitalize on Customer Experience | 2012-04-26 |


agenda

Optimal Customer Experience

Step 1: Identify Experience Drivers

Step 2: Measure Key Interactions

Step 3: Transform Your Organization


Customers’ world is changinginnovative services & improved customer experience is key

My friends

My social networks

My business

My society

My entertainment

My family

My communities

My partners

My customers

My daily life

management


CUSTOMER EXPERIENCE MEANS BUSINESS

40% of reasons for churn are related to

service quality, support and billing

issues

35% of subscribers are willing to pay extra to receive no “surprise”

charges

45% of customers will not try mobile data

again if it doesn’t work the first time

32% of subscribers with potential for +10% ARPU if they could

increase their data plan quality of service

ConsumerLab and Consulting research Malaysia, Indonesia, Bangladesh and Sri Lanka Study 2011,


agenda






3 steps to capitalize on customer experience

1 Identify

What are the most important interactions

affecting my company’s customer experience?


There are more than 600 interaction

points throughout the lifecycle of an

average customer…

Step 1: identifylife cycle touch points

Get

Support

Retainability

Use

Service

Integrity

AccessibilityFirst Call

Resolution Quick Response

Times

High

QualityUse

Customer Lifecycle

GetModify

Need

Pay


Step 1: identifywhat is important in your relationship?

Satisfaction

Imp

ort

an

ce

High influence priorities

Medium influence priorities

Low influence priorities

Data pricing1

Data packaging and offering

Activation process

Customer support

Data connection reliability

Geographic coverage

Indoor coverage

Data connection speed

Billing accuracy

Easiness to reload

Wide device offering

Voice pricing

2

3

4

5

6

7

8

9

10

11

12

Voice packaging and offering13

Voice service reliability

14

Promotions

15

Outages speedy repairs

16

SMS quality

17

Value added services or mobile data offering

18

Customer Service products and services knowledge

19

20

Voice Quality

Service provider reputation21

Easiness to access content22

Customer information availability23

1

2

3

4

5

67

8

9

10

11

1213

14

15

16

17

1819

20

21

2223

IMPORTANCE VS. SATISFACTION OPERATOR EXAMPLE


What makes a good customer experience?

Source: Ericsson Consumer Lab, OSS/BSS study 2012 - The optimal consumer experience

Proactive, Transparent, Personalization

Notification

Continuous proactive updates

Consumer in control

Enhanced transparency

OSS/BSS Consumer Lab

Study 2012 Representing

100 million consumers


agenda







1 2Identify Measure

What are the most important

interaction affecting my company

customer experience?

How I can

measure those

interactions

throughout the

customer lifecycle?


CEM improvement must encompass all these three areas

CUSTOMER CARE CUSTOMER CARE CUSTOMER CARE CUSTOMER CARE

EMPOWERMENTEMPOWERMENTEMPOWERMENTEMPOWERMENT

NoCNoCNoCNoC to socto socto socto soc

transformationtransformationtransformationtransformation

Analytics & Analytics & Analytics & Analytics &

BusinessBusinessBusinessBusiness

intelligenceintelligenceintelligenceintelligence

STEP 2: MEASUREfrom network to customer centric


CEM challenges

SYMPTOMSSYMPTOMSSYMPTOMSSYMPTOMS

Network Network Network Network

PerformancePerformancePerformancePerformance

IP

Root Cause &

Impact


IDEAL cem solutionCommon platform - operations and customer care

Proactive Reactive

Service / NetworkOperations

Customer Care


CapabilitiesMethodologyObjective

Maximize opportunity

Proactive notifications

Defend customer

base

Customer Insight

User-experienced

Service Performance

User Communication

Personalized & Proactive campaigns


Customer Experience AssuranceDna, Finland

THE CHALLENGE

› Has to find new ways other than pricing to differentiate

from the fierce competition in Finland

› Don’t have any tools to really monitor the customer

experience and being proactive for mobile broadband

customers

› Difficult to detect varieties in the quality of service for different terminal types in the network

› Deploy Customer Experience Assurance to;

› Understand and take action on customer

experience related to Mobile Broadband

services

› Prioritize network issues based on business values

› Monitor customer service quality performance

on group levels and take action on individual

levels

› Instantly diagnose most probable cause for

mobile broadband customers at 2nd line

customer support

THE SOLUTION

NetworkOperatio

ns

Customer Care

Illustration from DNA’s customer care center where agents are using the CEA tool to

deliver a better customer experience


Customer Experience Assurance Dna, Finland

MBB revenue

increase

Churn

decreaseEBITDA

increase

Customer

Care &

Network

MGM

OPEX

impact

Forecasted impact on DNA after 1 year

Expected annual impact on DNA post launch

› Reduced incident handling time for MBB customers

affected by a poor user service experience - leading to an annual Customer Care & Network MGM OPEX

reduction of ≈ 5%

› Improved customer satisfaction for MBB customers –

leading to an annual reduced churn rate of ≈ 5%

› Reduced network downtime preventing customers from

consuming their services – leading to an annual

increased MBB revenue of ≈ 19%

› Improved insight into what factors that are impacting

customer experience for MBB customers – laying a foundation for service and network optimization

THE RESULT

Empowering

Proactive Reactive

Great user experience &

substantial business value

NetworkOperations

Customer Care


agenda







1 2 3Identify Measure Transform


interaction affecting my company


How I can measure those

interactions throughout customer

lifecycle? How I can

implement

improvement

programs

that bring

financial

benefits?


DW TEST

DW PROD

Infranet BillingSystem

XENA(payments)

CABS

E-mail and Personal

Web Pages System

Web-based

applications

Client

applications

Infranet NetFlowCollector

NetFlow Parser

Cisco NetFlow

Collector

Network RoutersInternet Backbone

Routers

Radius Server

Roaming

Radius Server

iPass Roaming

Clearing House

Access ServersCSSGCI

ARSYS-TAP3

System

DAN NET

IN Postpaid

LOOKUP

HLR

MEDIATION

VMS

A-CRM

Retention

IP Go

Colombo

OSCAR

(Deposits)

Clarify

Cost Control

Service ProvisioningInterface

Sunlook

SYBASE

MSC VLR WAP GPRSXDATA

Mediation Device

PPB

OTA SMSC

VCA

IVR Prepaid VOMMS

IN

INM CX

PPVMACT

Activator

EFONE

Debt Manager

Mirror

Pasadena2

Agent Cooper

DMI

NPI

IVR COps

ConnexAgenda

Preventel

CTI

PBX

FAX11 FAX12 FAX13

CBC_FAX1

EX11 CBCFS AFI

Database3

DOCS_ACTIV

SAFISQL Database

POSADA

Mail Server

Quick Message

Client

SMS Server

IVR Server

Update

Pasadena(payments CABS

Phase1)

Unallocated

Payments

BANKS

CASHPAYMENTS

Voice MailMailing List

CLAW BACK

Activator Server

Batch Commands

SICAP

Easy Quality

WDMS

B&I TrackerExchange

1 Domain

Controller

Dialer

Connex Chat

Current Situation

Network/

Resource

Domains

Organisation

Processes

Systems

Applications/

Services

Future Vision

Step 3: transformCEM Transformation is about managing complexity


Step 3: transformCEM transformation logic

Data pricing1

Data packaging and offering

Activation process

Customer support

Data connection reliability

Geographic coverage

Indoor coverage

Data connection speed

Billing accuracy

Easiness to reload

Wide device offering

Voice pricing

2

3

4

5

6

7

8

9

10

11

12

Voice packaging and offering13

Voice service reliability

14

Promotions

15

Outages speedy repairs

16

SMS quality

17

…..

18

..

Voice Quality

Strategic Importance

Cu

sto

me

r Im

po

rta

nce

Strategic Importance

Cu

sto

me

r Im

po

rta

nce










1

2

3

4

5

67

8

9

10

11

1213

14

15

16

17

1819

20

21

2223

High Low

High

Low

1. Defining the Customer Experience Drivers


Step 3: transformCEM transformation logic (cont’d)

2. Addressing the CE enablers 3. Managing the transformation

Processes

People / Org.

Tools & IT

Transformation =

Orchestration of

Data connection speed1

15

7

6

Indoor coverage

Voice reliability, dropped calls

Ease of activation and re-load

CRM

ResolutionResourceManagement

Quality of

Experience

Business

Analytics

Quality of

Service

service ne twork

Packet backbone network

core network

access network

Element Management Systems

ServiceManagement

Product / CustomerManagement

R-KPI

S-KPI

KQISLA

Mgmt

Trouble Manager

Network

Inventory

Network Faults

Network Performance

Active Probes

xDRsEvents

Passive Probes

Service ModelingAlgorithmsThresholds

Propagation Rules

AnalyticsAnalytics

1

1

1

15

15

7

7 7

6

6

.. …

2012

Customer care

Business Processes

VISION

CRM

2013 2014

NOC Consolidation & Fault Management

Service Assurance

Customer

Care

Operational

Excellence

Product

& Service

Strategy ….

2012

Customer care

Business Processes

VISION

CRM

2013 2014

NOC Consolidation & Fault Management

Service Assurance

Customer

Care

Operational

Excellence

Product

& Service

Strategy ….


Step 3: transformtransformation program example

Project teams

Sub-projects

Project teamCross-functional teams that will support the implementation of

each joint initiative identified in

the tranbsformation program

Best in

Customer

Experience

Customer care

Focus areas Joint initiatives

Operational excellence

Product

Strategy

Activities

187

Goal

Dealer education and training

Customer care system consolidation

Implement SMS spamming solutions

Improve Billing Operation Efficiency

Dealer transformation program

Roaming experience enhancements

Bill shock treatment

Enterprise Business Operations Enhancement

Contact Center Experience first time resolution

Customer experience organization structure

Self service channel enhancements

Define customer key interactions and experience maps

IVR Experience Enhancement

Online media support channels

Customer experience dashboard for customer care

Enhance customer care support

Define segment value proposition for customer care

Technical Support outsourcing

Frontline service culture change management

M2M service assurance monitoring

Customer lifecycle management

Increase consumer data awareness and education

Segmentation model

Product experience corners in branches

Broadband Experience Enhancements

Roaming Experience Enhancements

Focus areasFocus areas that drives the

key areas for development

and set the project

governance

Joint initiativesSpecific initiatives under each focus

area that need to be address as part

of the transformation program.


summaryErIcsson end to end Expertise

1 2 3Identify Monitor Transform


elements affecting my company


How I can measure those interactions throughout customer

lifecycle?

How I can implement

improvement program that

bring financial benefits?

Business insights

methodology to

understand key

customer experience

interactions and

develop key quality

indicators based on

operators business

needs and market

requirements

• Develop functional

requirements for service

assurance based on

business requirements.

• Ericsson User

performance framework

for detailed KQI design

• Tools for extracting,

collecting, correlating and

presenting customer

information with network

events

• Offer operational

transformation program to

address in a systematic

way areas of improvement

• Transformation journey

focus on process, people,

technology and tools


Your partner for optimal customer experience

Plan & Build

Plan, Build &

Optimize

Activation & Device

Mgmt

MobileFixed/

TransportMobile MobileFixed/

TransportFixed/

Transport Mobile Fixed/Transport

Inventory Management Workforce Management

Order Management

RealTime Charging

Charging

Billing

Mediation

Service Catalog

Analytics

Ericsson

Portfolio

Telcordia

Portfolio

Service & Performance

Mgmt

ServiceManagement

Activation

& Device Mgmt

Ericsson has the most comprehensive OSS/BSS portfolio in the industry, recently strengthened through the acquisition of Telcordia.

Service

AssuranceService

Fulfillment

Billing &

Rev. MgmtPlan, Build,

Optimize

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