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Customer experience management (CEM) is a long-term strategy with the aim of transforming the business to be less network-centric and more customer-centric. This Viewpoint evaluates seven use case studies from operators worldwide and analyses the intended impact of CEM on customer retention and loyalty.

Customer experience management (CEM) is a long-term strategy with the aim of transforming the business to be less network-centric and more customer-centric.
Most communication service provider (CSP) activities are still focused on tactical issues such as churn prevention, fixing the basics, and co-ordinating actions between customer care, marketing and operations.
Islands of data and separate system silos prevent CSPs from moving beyond fixing the basic customer complaints.
CEM-focused projects will shift investments away from network management towards improving the customer experience.
Combining data sets in the network with service and customer contextual data yields improvements in customer satisfaction and strong financial results.
Customer loyalty requires a structural change that impacts organisational behaviour and a change in processes, which is enabled by software systems.
This Viewpoint evaluates seven case studies and the intended impact of CEM on customer retention and loyalty.

Table Of Contents

The Customer experience management: evaluating effective operator strategies
Table of contents
Executive summary
CEM is converging with network intelligence and customer engagement, which is changing the way in which CSPs make software investments
Customer satisfaction and service quality basics must be provided before focusing on differentiating the customer experience
A focus on the customer experience facilitates the delivery of a ‘consistent' rather than ‘casual' experience
Most CSPs are still between phase 1 or 2 of their CEM journey, but a few are beginning to offer their customers a consistent customer experience
‘Super SOC' implementation and NOC consolidation are major trends that are driving consistency and improvements in CEM
Planning and optimisation-driven investments targeted towards high-value customers improve satisfaction while avoiding significant capex
Customers expect a self-service channel and often prefer to use self service over all other channels, and smartphones will accelerate this trend
Tracking customer usage patterns enables CSPs to offer the right product at the right time for the right price
Customer experience touchpoints will touch billing, planning, assurance and customer care systems
CEM projects will differ according to service maturity, customer segments and other competitive factors
Use cases
Customer service impact is dependent on the device and network
Self service exceeds all other forms of customer interaction for most major CSPs, and users want access on all device types
A targeted marketing campaign delivers a 32% conversion rate
Prioritising network upgrades and coverage for high-value subscribers in an emerging market
PCCW-HKT, the smallest of five CSPs in Hong Kong, transforms the customer experience in its operations and customer care
Telekom Austria turns to quadruple-play bundling to improve revenue and margins
Orange trials a CEM solution to increase service quality, optimise network investments and prevent churn
Recommendations
About the author
About Analysys Mason
Companies covered
ATandT
Orange
PCCW-HKT
Telekom Austria

List of figures

Figure 1: Departmental objectives to improve the customer experience [Source: Analysys Mason, 2014]
Figure 2: Telecoms software investment trends, worldwide, 1990-2020 (illustrative) [Source: Analysys Mason, 2014]
Figure 3: Five phases of the customer lifecycle [Source: Analysys Mason, 2014]
Figure 4: Aligning the operational focus to CEM, by department [Source: Analysys Mason, 2014]
Figure 5: Net Promoter Score customer categories [Source: Analysys Mason, 2014]
Figure 6: The features and results of casual and consistent customer experiences [Source: Analysys Mason, 2014]
Figure 7: The customer loyalty curve and different phases of customer experience [Source: Analysys Mason, 2014]
Figure 8: Labour savings achieved through efficiency initiatives in call centre and operations groups [Source: Analysys Mason, 2014]
Figure 9: Investment focus areas for service optimisation [Source: Analysys Mason, 2014]
Figure ?10: Optimising the network according to customer value and access points [Source: Analysys Mason, 2014]
Figure ?11: Primary customer self-service channels and functions [Source: Analysys Mason, 2014]
Figure 12: Product innovation using big data analytics [Source: Analysys Mason, 2014]
Figure 13: The multiple-software system approach to supporting multiple services [Source: Analysys Mason, 2014]
Figure 14: CEM project use cases by complexity [Source: Analysys Mason, 2014]
Figure 15: Top ten devices with failure rates of more than 25% and number of subscribers impacted [Source: Operator in Latin America, 2014]
Figure 16: Indicative interaction costs per transaction by customer service channel [Source: Analysys Mason, 2014]
Figure 17: ATandT's self-service strategy [Source: Analysys Mason, ATandT, 2014]
Figure 18: Targeted customer segmentation approaches: [Source: Analysys Mason, 2014]
Figure 19: Customer segment and revenue by type of customer, mobile operator in an emerging market [Source: Analysys Mason, 2014]
Figure 20: Key metrics before and after implementation of PCCW-HKT's CEM transformation plan [Source: Analysys Mason and PCCW-HKT, 2014]
Figure 21: Implementation architecture in Telekom Austria [Source: Infonova, 2014]
Figure 22: Challenges and solutions that Orange Slovakia considered as part of its CEM transformation plan [Source: Analysys Mason, 2014]

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