Management World Americas: Putting the customer first

Yesterday, I was able to listen to some of the customer experience management (CEM) sessions held here at Management World Americas. Of course, customers were the core element of these presentations, but what became abundantly clear was that more than ever, customers are being thought of as assets to service providers’ business. When it comes to CEM, it’s no longer just about managing the experience – true CEM is going beyond that and ensuring each interaction with the customer is positive and consistent, which in turn will build a stronger connection with the service provider.

For instance, I listened to Joe Ewan from Innocent, a UK-based consumer food and drink company that specialises in natural smoothies and juices. This company has the number one smoothies in Europe and a giant fan-base because, as Joe put it, they invest the time and effort for a two way relationship with customers. One piece of advice he gave to telcos is that it’s easy to talk, and it’s harder to listen – but if you listen, you can learn. For example, every month Innocent generates a report that summarises feedback from the various customer channels like email, Twitter, Facebook, etc. This is a truly honest synopsis of both the positive and negative, and has been used to drive real change in the business. In addition to helping improve products and processes, this approach keeps customers satisfied because they like knowing that their experience matters.

I saw this approach exemplified in a case study session with Equinix, a premium carrier data center provider offering global interconnection opportunities. For Equinix, a seamless global experience is essential with over 60% revenue coming from customers across multiple regions worldwide. To achieve this, it mapped the customer lifecycle and looked at each interaction, keeping in mind that every touch-point is important. What the company developed was a 360 customer view for quick and effective communications. For instance, they learned that some customers were unhappy because they were receiving too many messages from the carrier. The answer was simple – cut down on these communications.

Now, Equinix provides a seamless experience to their customers and was able to drive positive change just by listening. It’s refreshing to learn of examples like these as we continue to put the customer first, and I’m eager to hear more as the show progresses. Have you heard any interesting customer-centric stories recently?

Compelling Cases: Comptel Fulfillment in Action

As part of our “making data beautiful” initiative here at Comptel, we’d like to share real-life examples of how we’ve helped communications service providers (CSPs) put this idea into action. Today, we’re launching an ongoing series, “Compelling Cases: Comptel in Action,” that showcases the various successes of our work with CSPs through mini-case studies. These stories will illustrate real-life examples of Comptel’s solutions in action, starting off with today’s inaugural post on increasing productivity through streamlined service delivery.

Context
Realising the need to stimulate growth and accelerate revenue generation, a mobile service provider based in Southern Europe embarked on a task to achieve these goals. To do this, the service provider sought to more efficiently introduce new products and services to its customers and to better manage its assets. After considering several competing vendors, the CSP opted to deploy Comptel Fulfillment, which would enable it to achieve its goals of offering a broader portfolio of products and services and simplify its service creation process.

With Comptel Fulfillment, the CSP would be able to take a multi-dimensional approach to solving its challenge. Specifically, Comptel Provisioning and Activation fully automates the process of activating subscriber orders, Order Management for end-to-end control of customer purchases, and Comptel Catalog for breaking down a sellable product bundle into technical network capabilities.

Conversion
After beginning work with Comptel, the CSP was able to increase its process and IT efficiency, plus increase operational staff productivity by up to 10%. On top of this, a return on investment (ROI) is anticipated in just 18 months from the time of deployment. Ultimately, the CSP’s fully integrated approach to service order orchestration means they now have streamlined service delivery, improved asset management and a lower total-cost-of-ownership.

This and other third-party validated case studies are available at TechValidate-Comptel Solutions