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The 7 Key Ingredients of a Successful Customer Experience
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The 7 Key Ingredients of a Successful, Customer Experience Program in Telecoms. Executive Summary 3, Introduction 4, Why are Telecoms so bad at Customer Experience 4. I How is the CE Governed in Telcos 6, II Organizational challenges to Customer Experience how to. overcome silos 11, III What is the Customer Experience Telecoms are trying to deliver 14. IV How emotions are emerging as a competitive differentiator 16. V What are the leading practices in Journey Mapping 18. VI What is the most effective way of prioritising your Customer. Experience initiatives 19, VII How to build a business case for Custopmer Experience.
initiatives 22, http www beyondphilosophy com 2, The 7 Key Ingredients of a Successful. Customer Experience Program in Telecoms, Executive Summary. Telecoms executives say that Customer Experience CE is a top priority for. them and yet neither they nor customers rate their telecoms experience. particularly well We embarked on a research to investigate why that is the. We found that people within the industry struggle to point a telecom they. admire and therefore they should look outside the industry for best practices. In terms of governance Chapter I the CE usually sits within the Marketing. department but where the organisation has been on the CE journey for more. than 3 years it has been elevated to a cross functional unit and in some. instances the Head of CE even has veto rights However in many companies. the Head of CE has only been given responsibilities but hardly any authority. A whopping 70 of the respondents in the research said that silo mentality is. the biggest organisational hurdle they face Chapter II In our experience we. have found that cross functional Customer Councils help overcome this. obstacle Another issue that we have found is that majority of telecoms have. not defined and communicated the experience they are trying to deliver. Chapter III This leads to everyone doing what they think is right and results. in a disjoint experience, The approach to Customer Experience that most telecoms have taken is. primarily focused on fixing the basics using voice of the customer programs. looking at complaints etc The true driver for those actions is the desire to cut. costs and in best cases these lead to reducing the negative emotions in the. experience Chapter IV However the opportunity for differentiation and. loyalty lies in purposefully building positive emotions in the experience and. one of the ways to do that is via Journey Mapping Chapter V Yet few. companies have recognised this opportunity as 75 of telecoms prioritise. their CE initiatives based on customer complaints data and what customers. say they want Chapter VI The problem with that is that people are not. necessarily aware of the true drivers of their behaviour which are often. subconscious or emotional and thus not able to verbalise on these Basing. investment decisions on what people say they want may also prove to be a. quite costly mistake and is the main reason why it took so long for Customer. Experience to take off as a business discipline, With all the above said it s no surprise that customer experience professionals. struggle to build the business case for CE initiatives In Chapter VII we look at. the various options to justify those, http www beyondphilosophy com 3.
The 7 Key Ingredients of a Successful, Customer Experience Program in Telecoms. Introduction, Back in 2011 we at Beyond Philosophy undertook a comprehensive review of. the state of the global market for Customer Experience Management The. Research was based on a sample of 8 000 Customer Experience CE executives. from 239 countries and regions of the world as well as in depth interviews of 53. leading authorities on Customer Experience from six continents One of the. findings was that Telcos were allocating the most resources to customer. experience, A Bloomberg Business Week research also reported that 92 of Telecom. executives say that Customer Experience is a top strategic objective for them. and yet they themselves rate their own experience pretty low And so do. customers A poll in LinkedIn found that the Telecommunications industry. provided the worst customer experience 39 of the votes followed by the. Banking industry with 22 of the votes, This prompted us to investigate why the experience they provide is so poor. given that executives say it is a top priority and they commit resources to it We. conducted a research amongst senior customer experience professionals and. executives from 40 leading Telcos in North America Latin America Europe. Africa and the Middle East, Why are Telecoms so bad at Customer Experience.
One of the questions we asked really proved to be the killer question We. asked the respondents Which Telecoms company do you most admire for. delivering a good Customer Experience The silence was deafening We heard a. couple of names such as O2 Vodafone AT T repeating but the answers were. not convincing, The first recommendation is a simple one but very important If you wish to. improve your customer loyalty and retention the solution does not lie in the. Telecoms industry DO NOT look to other Telecoms companies for best practice. It doesn t exist As no one is standing out in providing a good Customer. Experience we would suggest you don t try and copy your competition. Therefore it is critical to look at the Customer Experience outside the telecoms. industry attend seminars conferences from other industries sectors or employ. consultants with a broad background and learn from them. Colin Shaw looks at why is this the case, First of all full disclosure Let me say straight away I worked 18 years in. Telecoms before leaving them 10 years ago to set up one of the first ever. dedicated Customer Experience consultancies Beyond Philosophy Let me start. http www beyondphilosophy com 4, The 7 Key Ingredients of a Successful. Customer Experience Program in Telecoms, by saying I couldn t be doing the job I am today without the learning I gained at. BT They are a good employer but the reality is they dealt with Customers. poorly BT were very internally focussed A number of the traits I witnessed at. BT I now see in many other Telco s today For example BT had values that said. We put the Customer first The reality was far from this Customers came a. distance second to what was good for the organization Cost cutting internal. politics profits and the need for positive analyst briefing always outweighed the. Customer I hope it is different now, Back in the day Senior Managers said they were interested in the Customer but.
their actions showed they weren t Two occasions spring to mind The first was. when my colleagues suggested we stopped measuring Customer Satisfaction as. they never paid any attention to the results The second occurred on the last day. at BT I attended a budget meeting We were reviewing where we were spending. money for our 55 000 engineers I always remember observing at the end of the. meeting that not one initiative was focussed on improving the Customer. Experience All new initiatives were focussed on cost reduction The reality was. the Customer was not in their blood It was not part of the culture. Is your organization like this I don t see a lot of change in the Telecoms. companies I have seen recently To answer my own question the reason. telecoms are so bad at Customer Experience is because there is a focus on. themselves rather than the Customer despite the words of Senior Exec s to the. contrary This attitude then spills over into every aspect of their behaviour Let. me also say Telecoms are not alone This is prevalent in far too many. organizations The biggest lesson I have learnt in the fifteen years I have been. doing Customer Experience is it s all about the mind set Telecoms mind set is. inside out, On a personal basis I realised BT was not serious about improving the Customer. Experience and realised my future lay elsewhere by starting up my own. company Beyond Philosophy and working with companies who are serious This. is one of the best decisions I have made in my long career. The good news is we have worked with some good telecoms companies who are. doing a good job on Customer Experience Turkcell in Turkey and du in the UAE. are good examples of what should be done See our webinar case study. http www beyondphilosophy com thought leadership webinars best practices. building market leading customer experience, In my humble opinion I still believe there is a massive opportunity for a. Telecoms company to get this right and people would then flock to them. However it takes actions not words It will take true commitment from the top. and a dedicated team of Customer Experience professionals In the meantime I. live in hope for an industry I still have a great affinity to One thing is clear. Customer Experience professionals need to look for inspiration outside the. http www beyondphilosophy com 5, The 7 Key Ingredients of a Successful. Customer Experience Program in Telecoms, Telecoms industry not within to truly make a difference in their Customer. Experience, I How is the Customer Experience Governed in Telcos.
We started our investigation by looking at how the customer experience is. governed in Telecoms and who owns it what are the responsibilities and the. authority of the CE owner and how does it evolves within the organisation. Who owns the Customer Experience, In 50 of the organisations we spoke to Customer Experience was sitting within. the Marketing department Marketing people are the ones most used to thinking. about the consumer psychology emotions buying behaviour and conducting. research so this is a natural incubator place for it The problem with this one. though is that in some cases they have little authority over Operations which. makes implementation of initiatives more difficult. In 18 of the cases Customer Experience was sitting within Customer Service. Again this seem to be a natural place for it as customer service people usually. have the customers at heart and have a view of what causes customer irritation. complaints etc The potential problem with this position though is that Customer. Experience is seen only for the front line people i e rebranding of Customer. Service rather than embedding the customer experience thinking into all parts of. the organisation, Another 18 of the respondents said that Operations own the Customer. Experience within their organisation However for us the more interesting finding. http www beyondphilosophy com 6, The 7 Key Ingredients of a Successful. Customer Experience Program in Telecoms, was that 9 said that in their organisation the Customer Experience was. established as a cross functional team that reports to the board Those were. organisations who took on the customer experience journey about 3 years ago. We ve been long advocating for a cross functional Customer Experience Council. as a way to fight silo mentality and now it seems more organisations are taking. on this route, What we didn t find in Telecoms and is a rare practice in Fortune 500 companies.
but also one that needs consideration is the case when Customer Experience sits. within Human Resources which by itself is an awful word e g treating people as. resources That way the HR managers can be responsible for both the employee. and customer experience which are interlinked For that to work you need an HR. manager who is really good at convincing and less on admin and hitting on the. brakes as most HR departments do, As you can see from the above where Customer Experience sits in the early. stages of its development depends from the situation within the organisation and. ultimately who within the boardroom has endorsed it and is sponsoring it Once. it gets past its embryonic phase and more people endorse it we would. recommend that it becomes a cross functional unit governed by a Customer. Experience Council chaired by the Chief Customer Officer. So what is the typical customer experience maturity path. The Na ve Stage, Usually a Customer Experience focus starts with people being supportive on. words When growth becomes a challenge executives start to look at the. customer attrition ratios customer complaints etc to meet their targets. Typically everyone is in support to the improving the experience who would say. that improving the Customer Experience s is the wrong thing to do but does. that translate to action In most cases someone is given the responsibility but. when it comes to actual implementation and assigning resources people are. unwilling to let that person interfere with their usual way of working In short. everyone is happy until you ask them to do something This is where the support. of an exec is extremely important to take the improvement initiatives off the. Low End Transactional Stage, As the organisation is not yet ready to jump with both feet at this stage we. found that organizations start with a pilot project to prove the concept For. example some teams create initial smartphone set up leaflets e mail guidelines. etc in order to eliminate dump contacts like how do I do x thus reducing costs. and the same time improving the experience Another example would be. eliminating major sources of complaints e g TV and broadband teams missing. The 7 Key Ingredients of a Successful Customer Experience Program in Telecoms them and yet neither they the Head of CE has only been give Executive Summary Telecoms executives say that Customer Experience CE is a top priority for nor customers rate their telecoms experience particularly well We embarked on a research to investigate why

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