3.ICV Kongres Controllera Srbije 2015, Andreas Graf, CFO, Vip mobile

Tuesday, May 19, 2015

Controller Kao Biznis Partner

Touchpoint Net Promoter Score Measure and Act

Upon Insights

B2B MB

B PoP PrP

WHAT MAKES OUR CUSTOMERS RECOMMEND?

B2B MB

B PoP PrP

TNPS – HOW DOES IT WORK?

onlin

e

call

to C

S

sh

op v

isit

SMS TNPS survey Web pop up

TNPS survey Invitation

Dear customer, thank

you for contacting VIP

TP. Your experience is

important to us, so

please give us your

answers to 2 short

questions that will follow.

.

1.TNPS Question

Based on your last

experience with our TP how

likely is it that you would

recommend Vip to friends

and family?

Reply to this message with

grade from 0 to 10

(0 – isn‘t likely, 10 – is very

likely).

This SMS is free of charge.

2.Verbatim Question

Thank you.

Could you please

specify reasons for

giving us that grade?

Answer with free text.

Each comment you

have is valuable to us.

B2B MB

B PoP PrP

WHAT WILL WE DO WITH NEGATIVE TNPS FEEDBACK?

Customer

Feedback

0 to 3 &

CHURN ALERT triggers

CALL BACK FROM CS

TNPS AGENT INVESTIGATES THE CASE

FORWARDS TO 2ND LEVEL ADDITIONAL SUPPORT IF

NEEDED

Billing

Business System Support

Network Operations

Collection

Fraud

Radio Network Planning

After investigating TNPS AGENTS

CALL TO:

1. INFORM 2. APOLOGISE 3. RESOLVE

After 2nd level

feedback TNPS AGENTS

CALL TO:

1. INFORM 2. APOLOGISE 3. RESOLVE

TNPS RESURVEY

Closed loop

success KPI

B2B MB

B PoP PrP

WHAT WILL WE DO WITH OVERALL TNPS FEEDBACK?

Complete

Customer

Feedback

0 to 10 &

VERBATIM ANALYSED

TNPS RESURVEY

Closed loop

success KPI

REAL-TIME TRACKING ROOT CAUSE ANALYSIS

FAST REACTION

DRIVING CHANGES BASED ON CUSTOMER FEEDBACK

Customer comes first!

> Example: Touchpoint Net Promotore Score in vip mobile

> Underlying Hypothesis: Promoters are spending more, are more loyal, are

giving “free” acquisition support and provide you with open and useful

feedback on how to improve.

> That only if the measurement is part of a “net promoter system”, getting

behind the assessment and closing the loop through improvement

(customer experience management) and following up

> All of that as an intro into the controlling challenge of getting into “Big Data”

Tuesday, May 19, 2015 Vip mobile d.o.o.

What is happening in our environment?

> Germany: Industry 4.0

> Serbia: Industry 2.0 we have got to get a lot more digital first!

> Social media Serbia on top of the world

> We are in a great position to prepare Controlling for a data driven working

environment / we can build up skills as we grow into digitalisation


Industry 4.0 – initiative of the german government to promote computerisation of the manufacturing industry

What are the driving forces behind / what is the transition requirement?

> Volume huge volumes of data

> Velocity high speed for processing

> Variety huge variety of sources

> Value what is the value of the new information?

> Extending our insights from:

> What happened Why did it happen to

> Whats happening now what will happen


3 Vs - “3D Data Management: Controlling Data Volume, Velocity, and Variety.”February 2001 Doug Laney

Horvath&Partner – introducing Value to the 3 Vs

Industry examples > (Disruption is a big lever to success, but not a prerequisite)

> Netflix (2014 data)

> 2.200 employees, 5,5 bn US$ revenues, 226 m US$ net income

> 1/3 of employees working on the recommendations engine

> Netflix prize to challenge their own excellence, e.g. moving into contextual

recommendations, and insources via own production leveraging know

how

> with instant availability, viewing habits are: you switch if you don’t like it

> Uber (in Serbia?)

> Business model eliminates overhead and time lost in transaction

> “Surge pricing” as one of their assets, applying demand based pricing


Challenge and Roles for Finance / Controlling

> Controlling should drive the introduction / implementation and the use of vast

information (in case your business is not run by Travis Kalanick and likes

and is lagging behind)

> Controlling should be on top of changing the focus from “what happened and

why” to “what will happen if we repeat / change / skip” forward to “we need to

push this channel, this product, this constellation in this context”

> That does not mean to take over the business decision, but that means to

push leaving the standard and learned patterns of the business practise

> Especially when a lot of data is already available, it is a strategic topic to

drive discussion at the decidion level how to leverage it best


Required skills for a digital controller*

> Personality: high analytical skills

> Way of work: self-motivated, independent, solution-driven

> Social competency: communicative, teamworker, cross-functionally oriented

> Management skills: ability to organise (less management functions

demanded)

> Task-related:

> Strategy: development of analytical frame for the operation

> Analytics: customer focussed

> Reporting: less dashboards but recommendations and conclusions

> other: interfacing teams, quality assurance


CFO aktuell, May 2015, Claudia Brauer, page 121folloging

To return to vip mobiles Touchpoint Net Promoter Score

> We will soon see the correlation between the promoters / the

consumption / the possible conversion rate after following up on

distractors (which adds to the brand and employees net promoter score)

> As a telco, we are fortunate that a lot of information is available, however

we know that we are not yet making the most out of it / we are still

building up more capabilities

> Especially when it comes to content and (contextual) behaviour there is a

lot to learn about customers, that then needs to be leveraged with real

time interaction / action with our customers

> As Finance representatives, we need to be a catalyst that controllers are

on top of what is available / and what is possible, to ask the right

questions and to know what is not yet exploited, try and accept errors.


Thank you

3.ICV Kongres Controllera Srbije 2015, Andreas Graf, CFO, Vip mobile

Economy & Finance

Transcript of 3.ICV Kongres Controllera Srbije 2015, Andreas Graf, CFO, Vip mobile