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CONTENT LIBRARY

Latest information about 12th Annual Customer Experience Management in Telecom Summit

21 May 2020

Sanne H. BANGGAARD

Senior Director of
Customer Experience &
Journey Management, YouSee CXC
YouSee

Questions For Sanne H. Banggaard

How do you see near future in the telco CEM? Will it be different from other industries?

What consumers expect w.r.t. customer experience is highly influenced by their past and present experience buying and engaging with companies in general. Digitalisation and easy access to information has blurred the lines between industries over the last 10-15 years. Therefore, as a telco company we constantly need to stay focused on new standards of experience, pushing the bar – not only from other telcos but from completely different industries. As a fact, the competitive landscape is changing – indirect competitors become direct competitors and the degrees of competition become wider.
The time has come where the current loyalty programmes seem to have outplayed their role w.r.t. value creation. Companies need to identify new models to build engagement and secure customer loyalty. In various industries subscription models are the new kid on the block – from a customer perspective securing convenience; reducing search cost and less cognitive saturation and from a business perspective generating a steady and secure income stream. Appearing to be the best response.
That is an advantage for telcos! Subscription is a business model already practised by most telcos and standard to customers. But the advantage also comes at a risk.
Most telcos are product or service-focused and not experience focused – the current subscription model appears because the delivery of our products makes it easy and not because it makes sense from a consumer perspective. Having new entrees building and reforming the standard of subscription models, in industries like FMCG, raises the standard expectations of telcos – expectations most are not ready to cope with, yet.
Therefore, on top of my CX agenda is a shift from product & services orientation to experience & transformation orientation. We simply do not only need to produce the best products and applying the newest technology to satisfy customer expectations, we also need to make sense with technology to make time well spent instead of saved.

Where do you see the difference on the market when it comes to customers? What are the biggest challenges the telecom industry needs to deal with right now?

As an industry we need to cater for and stay humble towards understanding human needs. Human needs are not volatile, nor are they static. Customer needs are highly influenced by the context we as humans appear in. We, as humans, have spent the last decade telling ourselves that time is money and that non-hassle-free experiences are inefficient. The convenience agenda is still extremely embedded in most people’s lives and businesses. Yet, on the flipside of hyper convenience, speed and optimisation is a less positive side-effect. As online becomes lifeline cognitive saturation also increases. To some, even addiction and escape from physical life arise. Without putting words on it, most consumers are digitally exhausted or even hungover. New words like JOMO arise and as companies we need to take the joy of missing out seriously and start taking responsibility for the context we produce.

What technology do you consider having the biggest impact on the telco industry in the near future?

A large amount of “rather new” and exponential technologies have just or are on the tipping point of becoming scalable, i.e. IoT, artificial intelligence, machine learning, deep learning, digital twin and quantum computing.
I see a solid CX potential in most of these technologies. If applied correctly. New technology does not in itself bring any value to CX, they need to be designed and applied in the right context and structure – it needs to create an orchestrated experience which covers a human need. Else it is just technology for the sake of technology.
Personally, I see a large potential in example digital twins. Most large telcos have a rather complex system architecture which from time to time makes it difficult to deliver an orchestrated customer experience – especially if something goes wrong and the data does not pass through the systems as expected. By applying digital twins, it is possible to capture and correct individual personal journeys much easier.
Yet again context is everything and without proper preparation and behavioural design of each individual customer journey it is not possible to unlock the full value of digital twins.

Sanne is a CX evangelist. Sanne is a true believer in the positive impact of CX to people, business’ and society as such. In Yousee (Nuuday) her mandate is to break down silos and design & improve ideal customer journeys based on a clear understanding of human behaviour, needs and preferences.
She leads several teams of researchers, strategists and subject matter experts within the CX craftsmanship. Her teams work in close corporation with other crafts, to transform YouSee from a traditional product-oriented telco into a tech company that makes data-driven decision based on extensive understanding and design according to human behaviour and needs.
Sanne joined YouSee and the telco industry two years ago. With her curious, visionary, hard-working and persistent approach she has defined the theory, craftsmanship and adoption strategy for YouSee approach to experience – and customer journey design.
Prior to joining YouSee and telco, Sanne has had long CX experience in the financial sector.

25 February 2020

Cesar  VISTAS

Commercial Operations Director
Altice Portugal

Digitalisation/Digital Transformation in Telco Industry

How is technology shaping the operational risk management and how will it look in the future?

If you would ask some years back what is the biggest risk in banking, obviously you would hear credit risk a lot. Since we live in a tech savvy environment, it is much easier to grab your phone and raise attention through social media, for operational or IT risk events which might lead to catastrophic reputational loss. So I would personally think twice about the question: “What is the biggest risk in banking?”

What is the first thing OpRisk professionals should have in mind when building strong risk culture?

Clear Governance is crucial for prudent risk management. I think we can only talk about “effective” risk management if we can integrate risks & controls end-to-end into processes.

What are the biggest challenges with following local regulations?

Local regulations are by definition not aligned with Group Policies, so the challenge is to translate local regulatory requirements and align them with Group Risk Appetite and its requirements.

Over the last years European telecom operators saw their revenues stagnated or declined. The BEREC annual report for 2018 shows that the total telecom revenues (2014-2018f) have decreased from 220 billion euros to 213 billion euros (-3%).
To add even more drama to the situation, it is clear that if we look into the total value chain of the telecom/digital business (telecom operators, content distribution, network equipment, device manufacturers, content creators, etc) the market is growing, the revenues are growing and telecom operators share of wallet are, thus, reducing.
In fact, a study from the World Economic Forum in association with Accenture1 shows that from 2010 to 2018 the market share of the telecom operators has shrunk from 58% to less than 45% of the industry profits:

When we look into the relation with the customer we can see that consumers are not very happy with their CSP’s. In fact, an OVUM study2 shows that average NPS in telecommunications is the worst when comparing with other industries.

So, we have the perfect storm: declining revenues, huge pressure on costs and capex to cope with the increasing demanding for more bandwidth, more quality in the network and we are losing the customers focus and share of wallet to other actors in the value chain.

Are we condemned to be just pipes? I do not believe so but we need to transform our business processes, improve efficiency and introduce new services and new digital business models to make sure that we share our fair quota in the value from the world digital transformation.
Ericsson forecasts3 that by 2025 data traffic by smartphone will reach 24GB/month (22% CAGR 2019-2025) and worldwide mobile subscriptions will reach ~9B (2% CAGR 2019-2025).
Everybody is and will be more and more mobile and operators therefore need to adapt to people’s behaviour on mobile.
And that means redefining business processes, being more agile and giving consumers what they want when they want.
We must bear in mind that consumers no longer compare the telco companies only amongst themselves.
Consumers compare every company with the best experiences they have. We are measured every day against the experience of getting an Uber ride, opening a Revolut account, buying an Amazon item or a Netflix movie, etc.
But digitalisation is as good as you care about your customers. There will be always the need for personal contact. People need to talk to other people to solve a problem, to negotiate a price, to see and touch the last smartphone model, etc.
In Altice Portugal we believe that is important to balance the digital and the human touch. That is why in 2018 we changed the signature of our brand Meo to “Humaniza-te” which we can translate to “be more human” to focus on the people and their needs.
To fulfil with this statement we have launched in the last two years a number of initiatives that aim to redefine the consumer journey.
In the “search and buy” we have “Meo Video Chat” (https://www.meo.pt/video-chat), a service where we recreate online the experience of a retail store so that we can offer to our customers a more personalised and close relationship in our Meo website.
The “Meo Video Chat” service offers two possibilities to our customers:
1. A One to One (OTO) video call with an assistant that can talk to you, clarify any doubt that you have regarding our products and services, or can even help to solve a problem in your mobile or other device.
2. A One to Many (OTM) session where we perform demos, unboxing, tips and tricks of our services, etc.
You can join any session anonymous and post questions that the speaker can answer to all the audience or you can identify yourself and ask for an OTO session for more detailed questions.
Since the beginning we had more than 42K attendants to our public OTM sessions with more than 38K interactions. In the OTO sessions, more than 100K video calls have resulted in ~16K product sales.
In the end, technology is all about what you do with it and how you can help to make people’s lives better.

20 February 2020

Barbara  DYMERSKA

Customer Journey Director
Orange Polska

Marek Wiktor  GRABOWSKI

Customer Journeys Management Director
Orange Polska

End2End Customer Journey Supported by AI and RPA

Automation (including Robotic Process Automation) and artificial intelligence (machine learning) are undeniable trends that create today’s telecommunication market, which is now becoming an increasingly important part of innovative Customer Service Models. It is not by chance that Gartner’s analysts confirm the growth of companies using the after-sales solutions. In 2018-19 itself, companies which have invested in the development of artificial intelligence and automation have shown an revenue increase by 4%-14% (Gartner’s 2019CIO Agenda Survey). Companies that did not invest in the development of new technologies were unable to secure customers’ experience, remaining far beyond their competition.
The technological race continues and it is safe to say that it has overtaken today’s market and its distinctive – exponential growth leads to the conclusion that there is less and less space remaining for human relations. But is it for sure?

Millions of Interactions – But Only Six Reasons to Contact

Customers journey approach using empathy and design thinking enables a holistic way to visualise how the contact with a company looks from a customer’s perspective (touchpoints). The end-to-end attitude also requires strengthening of analytical aspects and integration of many reporting systems to enable precise observation of customers’ paths and creation of predictive models of their behaviour at various stages of the processes they are in.

Robotic Process Automation to Accelerate Customer Experience

Building strong understanding of paths of the customers enables companies to precisely profile and implement technological solutions which address true customer needs. Taking Orange as an example, we know that essential touchpoint for human interaction is first and foremost the “I Buy and I Complain” journey. For instance, approximately 50% of customers still decide to choose the phone channel in order to make a complaint. However, it does not mean that the whole complaining process shall be handled by people. The Robotic Process Automation comes handy here. Robotisation of basic, simple and repetitive orders not only accelerates the work but also equalises standards and helps to eliminate so-called “human errors” (up to robotisation of 50% BL assignments).

Multichannel Solutions Based on Artificial Intelligence

Voice and chatbots are widely used in other paths leading to efficient support of customers’ experience. Such solutions efficiently help customers in line with self-services approach by eliminating simple cases such as payment instalments or information on customer account balance. Feedback from clients regarding their cooperation with Orange artificial intelligence, we often receive answers such as“ on one hand, it is so nice to talk to someone who is alive, but on the other, Max (Orange AI VoiceBot) has no bad days;)”.
The benefit of implementing artificial intelligence solutions in the company is their multi-channel nature. The VoiceBot’s abilities can be transferred to the chat or vice versa. Although chatbots, considered being the communication hub of the entire digital world, are a solution demanding a bit different approach than the natural language recognition used by the VoiceBot. A chabot must not only understand the text, but also identify pauses and read the logical context from multi-threaded and multitasking expressions that are not always written at the exact same moment. Conversely, the chabot is more interactive – customers may send pictures, tables and even links which seems to be a much greater asset than implementing challenges

Other Solutions of Digitalisation Interactions – Utech as a Technical Support (Uber Like)

Needless to say, to create a completely new experience to meet the need for digitised customers, even a large Millennials group. Especially the last ones are increasingly giving up traditional contact channels, such as contact centre and stores. They also value constant 24/7 access to information.
With this in mind, we responded to these needs and launched the Utech project, which digitised the “I Need Help and I Buy” path. Thanks to this solution, the customer has a simple way to verify the status of his trouble ticket or order. It allows access to the full range of information without downloading the application, without registration, without logging in. The customer receives the status of the case on an ongoing basis, he can freely manage this status (change dates, cancel). He can also contact the technician directly and see where he is (solution taken from Uber). At Orange, we care about closed loop – that is why the customer has the opportunity to rate the service and technician and share feedback. We do it to improve the process.

What Apart From Technology Drives Digital Transformation?

The transformation that companies go through is supported by a different way of implementation than before. Constant improvement on production and ongoing enhancement of customer experience involves working in Agile methodology. Agile perfectly addresses customer needs and, additionally, statistics show that due to agile project management, the time for introducing to market is on average 37% shorter and increases team efficiency with an average productivity increase of 16%. It is worth mentioning that Agile and the associated implementation of new technologies also involves cultural changes. In the following years it will only be “more agile”.
In times of the technology race, the trends identification that really determines the organisation’s actions and the customers’ behaviour is an essential element of every company’s strategy. Without a doubt, the following years will pass under the slogan of “Mobile First”, not to mention that there will also be a digital expansion, which will consequently result in omnichannel expansion. All these aforesaid changes will lead to personalisation. The true personalisation.

Jacky, has over 30 years’ experience in the financial services industry, the last 15 years as an operational risk professional in international banks gaining knowledge of business and risk management in the US, Canada, Australia, New Zealand, Singapore, Norway and the UK. She is the Head of Operational Risk (CEMEA region) for the Nordic bank DNB, and currently on secondment to DNB’s head office and the Group Operational Risk team in Oslo leveraging the experience gained throughout her career. She is a passionate advocate of educating on managing operational risk, a professional member of the Institute of Operational Risk, and when in London, she is an active member of ‘good practices’ networks.

14 February 2020

Frederik  LEMMING

Director Sales – Customer Experience
Telia

Questions For Fredrik Lemming

Which digital channels enable the most impactful customer engagement?

The reality is that there is no generic answer to that question. Every interaction has its own prerequisites and it all depends on several different aspects like demographics, preferences, urgency, complexity etc. For example, an email is great when the enquiry is not urgent and low complexity, chat is excellent for customers who are online with real time low complexity enquiries.

The most impactful digital customer engagement will happen when we stop thinking in terms of channels and technology, instead we need to think in terms of touch points and facilitate for customers to seamlessly move across them.

What is the current role and position of AI in telco CX?

First we need to understand that AI is just an “umbrella” that spans many different technologies. I believe that for customer service the three most important AI technologies are:

  • Conversations: Using Natural Language Understanding and Natural Language Processing. The technology will be used in virtual assistants & bots (text and voice), across devices and channels
  • Knowledge: Retrieve knowledge from contextual input, multiple (unstructured) sources – queried through natural language. The technology will be used to provide personal and relevant answers to channels and users, both internal and external.
  • Analytics: Using deep learning to gain insights from customer interactions. The technology will reduce analysis from months to days. Insight, almost in real time, will be used to create better solutions and customer experience

How do you see the near future in the telco CEM? Will it be different from other industries?

There will be no differences in terms of customer expectations from one industry to another. Good experience from one industry sets the standard for others. The difference is to be found in the nature for each industry. For example, you want to buy a house but “no one” wants a bank loan. For telcos the reality is that customers expect our services to be up and running, hence they are more likely to contact us when there is a problem. We need to understand this when designing our CEM strategies and services.

Fredrik Lemming has more than 18 years of experience in working with customer experience and customer service solutions in the Nordic market, renowned for its high digitalising maturity and early adoption of new technology.
Customer experience management is a core competence and something that he is passionate about, especially now that more than ever, delivering personal and relevant customer meetings regardless of channel, place or time of day is a critical success factor.

27 January 2020

Rémi  DUROY DE SUDUIRAUT

Head of Service Usage Experience
Bouygues Telecom

Questions For Rémi Duroy de Suduiraut

Is there a way to successfully prevent the customer churn? How do silent churners affect the company and what is your company doing in order to prevent this phenomenon?

For two years now, Bouygues Telecom has been leading a Proactive Quality programme. Using satisfaction surveys or technical indicators, we can target and contact our suffering customers and bring them solutions. The effect on customer satisfaction and churn is immediate.

How do you see the near future in the telco CEM? Will it be different from other industries?

Telco industry supplies a vital but extremely complex service: the Internet. From my point of view, the future is not about new technology but more about how to help make our customers’ digital life simpler and safer. Telecom operators have a real role – and legitimacy – in this objective.

What technology do you consider to have the biggest impact on the telco industry in the near future?

5G is naturally the next technologic gap for B2B but also perhaps as a relay for the Internet access in homes. But big data technologies can also help operators to offer an interesting personalised customer care.

After leading some Bouygues Telecom transformation projects, Remi started to manage Service Platform Team. With this technical and service experience, he took in charge the team leading the technical action plan to improve the customer experience on his service usage, with one objective for Bouygues Telecom: become the “best in class” of all France operators in customer experience.

24 January 2020

FLORIAN  AMMANN

Head UX & Customer Journey
UPC

Questions For Florian Ammann

Is there a way to successfully prevent the customer churn? How do silent churners affect the company and what is your company doing in order to prevent this phenomenon?

If there is a silver bullet to prevent churn, then it is customer satisfaction. Especially online it is the key to offer specific tone-of-voice, customer journeys and most important, relevant Next-best-offers/actions (NBOs/NBAs).

What technology do you consider to have the biggest impact on the telco industry in the near future?

Telco industry faces different challenges – over-saturated markets, new streaming providers or big investments in 5G. On the other hand, the demand for IoT will increase rapidly in the upcoming years, resulting not necessarily in higher up/download speeds, but in services for managing and optimising multiple connected devices at home. Furthermore, with their strong physical network, cable providers are also looking into new opportunities such as providing infrastructure for e-Mobility.

How do you see the near future in the telco CEM? Will it be different from other industries?

My own believe is that: First, telco companies might still further utilise the potential of big data analysis to optimise their product portfolios. Second, telcos must continue to become true customer-centric service provider by DNA, as this becomes more and more the real differentiator.
Third, traditional commercial marketing cycles will be overcome by much more dynamic offerings, which will be adjusted more or less in real time, based on customer preferences.

Florian Ammann works as Head of UX & Customer Journey at UPC Switzerland. He has a background of 15 years in UX and digital consultancy, with a focus on eCommerce and web portals. After working in agencies for clients like Lufthansa, Roche or Credit Suisse, he found his way into UPC, the leading Swiss telco and cable network provider, where he has held different positions in Care and Sales areas. During his time he was able to grow the UX team from one person to 15+ full time positions in the last six years. His latest passion is how to scale segmentation onsite.

15 January 2020

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