Customer Experience _ 3 Pager

Published on January 2017 | Categories: Documents | Downloads: 43 | Comments: 0 | Views: 139
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Customer Experience

"However, innovative products and services alone will not sustain our leadership in the long run because what separates the ordinary and also-rans from the true leaders in any industry is the quality of the customer experience." CEO of Large North America Telecommunications Provider According to an analysis of customer proclivity toward repeat purchases and loyalty conducted by industry analyst Forrester Research, companies that deliver a strong customer experience receive and retain greater wallet share from existing customers. Moreover, companies that deliver a strong customer experience enjoy higher revenue compared to customer experience laggards. Forrester Research (Figure 1) found that companies in the top quartile of its Customer Experience Index can see revenue gains as high as $94.2 million compared to loss of up to $148.1 million for companies in the bottom quartile a difference of $242 million.

Telecommunication and Customer Experience: Today, telecoms compete with other telecoms for some products, but competition has also emerged from cable multiple service operators (MSOs), pure-play voice over Internet protocol (VoIP) providers, and other product providers shaping the digital home. Telecommunications service providers are seizing burgeoning opportunities to broaden their product portfolios, jumping enthusiastically on the bandwagon of the triple-play bundle of voice, video, and data or even the quadruple-play bundle, adding mobile telephony to the mix. The movement toward bundling is motivated in part by opportunities to deepen customers loyalty, minimize churn, and increase average revenue per user (ARPU). It also results from ever-increasing competition in the market, which threatens to leave those not embracing multiservice bundles at a competitive disadvantage What Industry has to say...? Competitive differentiation for advanced and converged services will rely on more than traditional service performance targets. Roll-ups of metrics related to networks, applications, and IT infrastructure are no longer

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Customer Experience

enough for matching service quality to customer expectations. To truly manage the customer experience, service providers have to build end-to-end views of not only the customer and services consumed, but also of the preferences, behaviors, personas and social network affiliations that define the customer By understanding what defines their customers, service providers have a better chance of meeting not only present-day expectations, but also future expectations in a proactive manner. With an emphasis on management of the pre-custom, pre-service aspects of the customer/provider relationship, service providers can work toward building loyalty among their customers. Loyalty comes from understanding the customer experience from before first contact with the service provider, all the way through to the point where a customer either recommends the service to another person, or does not recommend the service
Business Benefits Accurately define customer experience Provide a resource /service model based on eTOM/ITIL principles Define metrics needed for improving customer satisfaction Modeling of operational processes to support required Customer Experience metrics

The customer perspective should be integrated into the vision. For example : Speed of Service ensuring that when a customer contacts the organization, the inquiry or problem is handled timely, efficient and during the first contact y Quality & Accuracy of Service personalized service based on the customer profile and customer segmentation rules y Ease of Service allow customers to choose the media option for doing business and creating cross channel customer service. y Range of Service flexible business processes that respond to customer demands and the range of requests. Managing Customer Experience program is focused on the quality of customer experience for new services - such as Mobile TV, IPTV or VoIP (Voice over IP) - and the issues of delivering and assuring these services in complex Value Networks from collaborating partners. Changes in the Information, Communications and Media industries are presenting new challenges to effective service delivery. Part of the response is to deliver services through a value network, or an ecosystem of cooperating service providers. y

Delivering high quality Customer Experience over complex value networks and ecosystems requires the cooperating partners to solve four key needs: o Measuring Customer Satisfaction; o Pinpointing problems across the Value Network / Ecosystem; o Apportioning payments and maintaining security; o Policing Service Level Agreements.

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Customer Experience

How to do it ? Customer Lifecycle

The importance of analytics in customer experience: The fundamental underpinnings of delivering excellent customer experience include: Capturing accurate and appropriate customer data from across the service provider organization; analyzing that data; routing the resultant information to the point of opportunity ; Then acting upon it appropriately.

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