TELECOMS REPORT:

CX INVESTMENT
CONTENTS

INTRODUCTION 3

RESPONDENT BREAKDOWN 4

TOP 10 INVESTMENT PRIORITIES OF CX LEADERS 5

TOP PROJECTS BREAKDOWN 7

WHAT’S THE FUTURE OF YOUR CX STRATEGY? 11

INDUSTRY LEADERS AT THE CUSTOMER EXPERIENCE EXCHANGE 13

FOR TELECOMS

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INTRODUCTION

What Are CX Leaders within the Telecom Sector Investing In To Enhance Their Cus-
tomer Strategies?

2016 was a big year for the Telecoms industry. M&A’s, fierce competition and hefty fines
have paved the way for CX professionals to shake up their strategies and make sure the
customers truly are the backbone of the business in 2017. It’s becoming increasingly
clear that failing to provide a fantastic customer experience in this industry can be
detrimental to your business as a whole.

• But what specific investments are currently being made to ensure a great CX strategy?
• What’s the best way to roll such strategies out across the business?
• How can CX Directors be sure they are utilizing the right partners?

Featuring exclusive insights from CX Leaders and highlighting the key investment plans
for the next six to twelve months, this report delves into the critical industry challenges
shaping 2017 and beyond!

THE RESEARCH

This report created by the Customer Experience Exchange for Telecoms is a definitive
guide to the top challenges, projects and biggest investment priorities shaping the 2017
strategies of Customer Experience, Services, Digital and Operation Leaders from across
the telecom industries.

These senior executives have shared their top challenges, plus their investment plans
for the next six to twelve months. You can discover the full industry and geographic
responsibility breakdown of those included in the research later in the report.

Read on to discover what tops the investment plans for 2017, and what is keeping CX
leaders leaders awake at night!

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RESPONDENT BREAKDOWN

Ahead of the Customer Experience Exchange for Telecoms, we asked attendees what their top investment priorities
were for 2017 and beyond. These attendees have told us that they are actively looking for tools and technology to
help them with these challenges, and recognise that these are the areas that need attention to ensure a competitive
edge in their business.

PARTICIPANTS GEOGRAPHICAL RESPONSIBILITY

5%
Isle of Man
5%
ASIA
10%
Republic
of Ireland

35%
UK

5%
Channel 5% 10% 5% 5% 15%
Island Denmark Europe Finland UAE EMEA

PARTICIPANTS ANNUAL BUDGET

50% 35% 10% 5%

up to 1 Million 1 - 5 million 5 - 10 million 10+ million

PARTICIPANTS ORGANISATIONS

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TOP 10 INVESTMENT PRIORITIES OF CX LEADERS

With customer demands fluctuating at a faster pace than ever before, it’s important to understand the immediate
future landscape for Customer Experience professionals when it comes to specific aspects of your strategy.
Sure, it’s important to nail the basics, but it’s also important to make sure you’re allocating spend correctly in
your business. Failing to do so could mean the difference between a winning strategy and an irrelevant one.

Here is list of top 10 investments from current leaders in the field, all of whom are dedicated to nailing their
strategy and delivering ROI from investment made. Each category has been analyzed and rationalized to help you
make important decisions about where you spend your vital CX budget to ensure the highest chances of success
for your business.

CUSTOMER SATISFACTION

90%
It’s one thing to have a Csat programme in place, but leveraging it in a way that can deliver
real ‘moments of truth’ for the customer is difficult to achieve when building in-house
programmes. Therefore, it remains a key investment hub for CX professionals in 2017.

MULTI-CHANNEL INTEGRATION / UNIFIED COMMUNICATIONS

86%
Large Enterprise organizations with legacy technology makes for a difficult environment
to remain agile for the ever demanding consumer. Mobile is still a relatively new channel,
and with more and more apps with integrated capability for providers, as a CX professional,
you need a tool in place to help manage this change quickly and effectively, hence why it’s
a top priority.

CUSTOMER EXPERIENCE MANAGEMENT

84%
It’s not surprising that ‘CEM’ as a category features in the top ten. As CX initiatives become
ever more sophisticated and challenging to implement, the number of investments made
in this category will only increase as consumer demands rise.

VOICE OF THE CUSTOMER (VOC)

83%
It’s clear that using a wide array of technological and insight led solutions will ultimately
help brands deliver a better experience to their customers, and it’s crucial for brands to
invest in their VoC listening and interpreting capabilities. The most advanced programmes
utilize CX analytics to make sense of previously untapped information, handy with all of the
date being collected across channels.

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TOP 10 INVESTMENT PRIORITIES OF CX LEADERS - CONTINUED

CUSTOMER INSIGHT

80% The age old ‘Insight into Action’ Mantra is more important than ever in an industry where
consumer demands are changing at a rapid rate. Insight solutions are a critical piece of
the CX function, and it’s vital to make the right decisions if you want to minimize churn and
gain brand advocates.

CUSTOMER JOURNEY MAPPING

78%
One of the biggest challenges facing companies when they want to become customer focused
is that their own organization is based around functional silos. This can lead to a disjointed
customer journey for consumers who only want to see one face of the business. Because of
this, Customer Journey Mapping Tools are vital to ensure smooth interactions with customers.

CUSTOMER/CHANNEL LOYALTY - REWARDS PROGRAMMES

76%
So how do you actually go about delighting customers who have had their expectations exceeded
so many times before? Loyalty and reward is now a necessity for customer strategies,
particularly in an industry where competition is so rife. It’s therefore unsurprising to see
this category in the top ten of investments being made.

CHURN REDUCTION

75%
Churn is among the key drivers for a cogent CX strategy within the Telecom sector. It’s
such a complex and deep rooted challenge that a serious portion of CX budget needs to be
allocated to this category.

SELF SERVICE TOOLS

70%
Convenience is a large part of how a consumer views the customer service you deliver.
Therefore investing in self service tools across your digital platform is vital for a seamless
experience that won’t leave consumers having to wait for answers to their queries.

NET PROMOTER SCORE

70%
Still the industry standard when It comes to measuring Customer Experience. NPS programs
are becoming ever more sophisticated and, knowing that all competitors are continuing to
invest, it’s important to make sure your programme is as sharp as ever, and evolving with
the customer.

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TOP PROJECTS BREAKDOWN

Want to find out more details? Here are some of the REAL challenges facing the senior executives attending the
Customer Experience Exchange for Telecoms in 2017.

Conversion to digital care – This is about better UX and UI designs of our customer
care interactions management platforms... Going forward we will be looking at
all of the customer touch points and redesigning those touch points. We will also
be looking into acquiring a chat bot solution to enhance customer experience. We
would be looking to enhance our self care facility by making it more human and
user friendly.

We have an overall company Two key areas I’m focusing on

wide program launched in 2016...
The aim of the program is to
help the company become more
customer centric by creating better
awareness on the benefits of
having the customer at the heart
of our decision making. This is
an ongoing project and the next
step is helping everyone
understand how to take ownership
of customer experience.
for churn reduction is looking
at managing expectations and
improving communications. We
have built our internal systems
around this already but we need
to look at automating the process
for our employees... We need to
build on our system to improve
our processes and the overall
customer experience.

Investment in Personalisation vs the demands to reduce our cost per contact. We

need to find the best way to run our contact centres efficiently but the challenge is
how do we manage the investment needed to deliver these personalised experiences vs
the need to manage operations cheaply. I’m trying to define the balance between
supporting customers and making them feel important/valued but also allowing
them to use their preferred channel. We are trying to avoid the tendency to just
use a cheap operation.

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TOP PROJECTS BREAKDOWN - CONTINUED

We need to better understand the customer Gain a better understanding

experience across multiple journeys in of how digital would affect
order to understand where we can really our customers and the
make the most positive impact to improve kinds of changes it would
customer experience, we currently use mean to the business especially
a bespoke customer satisfaction survey when it comes to serving
tool together with NPS but I’m keen to the customer. We are quite
find something that would provide us new to the digital end of
with better insights. customer relations. So we
are currently looking into
mapping who our customers
are, the customer journey,
how it influences what we
are doing and how customers
Our organisation is not yet in a position now respond to us. In
to be able to deliver the standard of order to better understand
customer experience we want to achieve. the types of capabilities
We need to reorganise our operations as that would be right for our
a whole and look to work in a new way. business.

A lot of the customers on our database have been with us for a long time so some
of our data is now outdated (decision makers’ names, correct numbers and sector
information). Without having better data it is a challenge for us to be able to drive
targeted and personalised campaigns. We need to improve our internal processors
and data quality in general. We have recently bought external data but need to
further improve this and gather up to date contact details through all channels.

Improving Customer Loyalty to grow revenue. Given the nature of the industry a
being highly competitive commodities market, price is key. A major focus moving
forward is driving internal initiatives to grow revenue; we believe customer loyalty
will remain at the forefront of our growth strategy.

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TOP PROJECTS BREAKDOWN - CONTINUED

Enabling first contact resolution. At the moment when the customer gets in contact
with us the time between the customer contact and resolution is too long. As part
of our transformation we need solutions that will significantly reduce the customer
journey. We are looking in to the mixture of different solutions including self service,
reducing call time and removing the initial problems. We will have to systematically
work forward with these over the coming years.

To generate added business value We’ve been having a number of

from our customer interactions.
We are looking to move to a
more Omni-channel approach
which will allow us to personalise
customer journeys. We need
to understand more about our
client’s needs and behaviour and
take this into account when
developing future strategies. The
added challenge is our affiliates
are at different maturities so we
need to also balance this.
issues in regards to downtime of
some of our products and services
which could have a direct impact
on customer experience. We
need to ensure that despite
these downtimes our customers
remain loyal to our brand by
delivering exceptional customer
experience and developing great
loyalty incentives.

We are looking to bring added value to Automation – This is

our customers in order to take the focus about reducing the
away from just pricing by building on number of human
our services. We have just moved into intervention when
delivering content so we are looking dealing with customer
at how this can drive value. We also enquiries and
want to be able to personalise this digitalising most of our
to what the customer wants by their customers interaction
usage profile for example by looking at channels. We are also
what they’re watching on TV and then looking to enable more
be able to send them related content self service capabilities
around this. for our consumers.

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TOP PROJECTS BREAKDOWN - CONTINUED

We are looking at the roadmaps of the current systems that we have and the user
experience for the employees as apposed to just the functionality. To start, we are
looking at the information gaps in the system to improve whilst also making the
sure that the employees can navigate the system in the most effective way. We are
looking at social learning systems.

To evolve our digital customer

We still have a very new team
which we are trying to grow in
house. We are looking at
improving the whole experience
that our members have and
how they engage through our
website, advertisement, media
and how they use the different
channels of ours. In order to
achieve this we need to find the
best people for these teams as a
lot of the market is on a contract
basis and we want to work with
them on a long term basis.
experience and self service.
Since completing the migration
our customer experience in 2016
we are looking to evolve this
further and shift customer
patterns away from traditional
channels to automated / digital
ones. At present most of our
contact with our customers is by
voice and we need to understand
how to make non voice channels
more appealing. We need to
make self service options simple &
easy to use. By 2018 we aim to
reduce our contact via voice to 30%.

Multi Channel Integration - Linking NPS measurements with Social media measurements
to get a true reflection of Customer satisfaction. We measure a lot in NPS surveys
and receive a lot of feedback from social media but we don’t have a single framework
to connect the two. We are looking for ways to combine and get an overview of the
different trends and dynamics from our feedback. We approach customers for
feedback on our service, on agents and their overall experience but they will also
go to social media ‘in the moment which is driven by emotion’ most likely if they
are angry or unhappy. Both have different characteristics but what I want to see is
how we can combine these to get a full picture.

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WHAT’S THE FUTURE OF YOUR CX STRATEGY?

This report was created ahead of the Customer Experience Exchange for Telecoms taking place in London on the 24th - 25th
April, where 70 CCO’s, (S)VP’s, Directors and Heads of CX will be gathering to discuss the biggest industry challenges and opportunities.

Here are just some of the key sessions created in direct response to the biggest industry challenges and investment priorities,
which may be of interest to you:

ENHANCING CUSTOMER EXPERIENCE THROUGH DIGITALIZATION

STC KSA case study

Digitalization of customers’ journeys and touchpoints. Leveraging big data analytics to

offer segmented customer experienc. Deployment of voice of customer platforms for a
more customer centric operation

VP Customer Experience - STC

A REGULATORY PERSPECTIVE:
Improving Consumer Experience in the Communications Sector

This session will cover Ofcom’s insight into the importance of good customer service and
what they are doing to shed light on quality of customer experience in order to inform
consumer decision making and incentivise providers to compete on quality of service.

LEADERSHIP PANEL: Traditional Telecoms Done Untraditionally:

A View Into Addressing 2017’s Biggest Customer Challenges

As it stands, the telecoms industry is undergoing some of the fastest moving consumer
changes of any industry. For customer experience professionals, this makes it one of
the most exciting industries to be in right now. But what are the key trends the experts
have spotted that you need to be aware of to ensure your strategies are successful.

Hear from leaders in the practitioner field as they talk about how they’re gearing up their
strategies to tackle the latest innovations in digital, community and product.

Group Head of Customer Experience - Vodafone

Director of Organisational Learning & Know-How - Sky

SECURE YOUR PLACE AT THE CUSTOMER

EXPERIENCE EXCHANGE FOR TELECOMS

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The Customer Experience Exchange for Telecoms is the leading networking event for customer
experience decision makers from leading financial institutions from across the UK and Europe.

The Exchange’s exclsuive format brings together 80 CXOs, VPs/Directors and Global Heads of
Customer Experience to meet, discuss and share best practice on how to perform in a digital,
data and customer-centric world.

Alongside cutting edge & interactive agenda sessions, attendees will have the exclusive opportunity
to meet with innovative, future thinking customer experience solutions & services providers.

SECURE YOUR PLACE AT THE

2017 CUSTOMER EXPERIENCE EXCHANGE TELECOMS

1 EMAIL: EXCHANGEINFO@IQPC.COM

2 CALL: +44 (0)207 368 9484

3 CLICK HERE TO REQUEST AN INVITE

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INDUSTRY LEADERS AT THE CUSTOMER EXPERIENCE EXCHANGE
FOR TELECOMS

Here are the other industry experts who will be sharing their experience at the Exchange, in exclusive keynotes, case studies,
round table sessions and much more. Email exchangeinfo@iqpc.com to access the full event agenda.

Chief Operating VP Customer Head of Customer Director, Sales &

Officer Experience Experience Retention

Director of Customer Chief Director of Managing Director

Value Management Commercial Officer Consumer Policy - Consumer Unit

EVP Customer European Director of Director of Director of

Experience Customer Experience Consumer Policy Telecoms

Director of Organisational Customer Fixed Broadband & Fixed SVP Customer

Learning & Know-How Operations Director Voice Marketing Director Experience

Group Head of CEO Chief

Customer Experience Operating Officer

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