Telecommunications >> Case Study
CASE STUDY | Telecommunications
Helping our client provide the best in-store customer experience
Our client, a Middle Eastern mobile and fixed operator, called on us for help in improving its multichannel strategy. We began by talking about three main topics: the role and visibility of indirect channels; the location and size of the sales points, and the in-store customer experience. On this last topic, in particular, our client wanted to work on the delivery of a pleasant and seamless experience at the point of sale, on creating an attractive store ambience and on strengthening the capabilities of store personnel.
The team started out by travelling throughout the country, visiting all the stores. Then we simulated the end-to-end customer experience – from meeting to leaving – consequently developing a framework of 13 types of typical store visits. We then assessed the current performance vis a vis the desired behaviour and benchmarks. In addition, we developed a tool to profile customers and match it with store visit types. Finally, we mapped in-store internal processes and personnel behaviour.
The end product of this large project was a review of the client’s multi-channel strategy, including direct outlet concepts and features, approach to indirect channels and franchisee sustainability. We also identified the geographical regions that required the most intervention. On the specific subject of customer experience, we redefined all of the main processes by store type, the store personnel sizing and the training program for in-store personnel. To accompany this, we created a KPI dashboard with a focus on direct outlets.
The combined effect of different actions (more intense use of the indirect channel, new store openings, new layouts etc.) generated a significant growth in sales in the short term (up to 90% in some regions). Just as importantly, the client is experiencing a consistent positive change in customer satisfaction.
Helping a Tanzanian fixed and mobile telco operator improve its commercial performance
Our client was a leading player in the mobile and fixed telecommunications market in Tanzania. With a large population, a relatively low mobile penetration rate (around 20%) and a significant potential for growth, competition among the four players in the Tanzanian market was fierce – and all players were busy enhancing their mobile services portfolio.
The client had also doubled its customer base in the past year, thanks to aggressive commercial policies – but its customer base increase didn’t bring the expected growth in revenues. Furthermore, growth was costing in terms of national roaming, as the client didn’t cover the whole Tanzanian mainland, thus reducing traffic margins.
Our client called us in to help them refocus their commercial strategy and to identify commercial quick wins. The team performed a 360-degree review of the current commercial performance, benchmarking it with competitors, and reviewed the services and product proposition.
On the basis of this work, we were able to identify new services and their financial impact – an expected incremental margin of around US $5m in 12 months, with the customer base up within 12 months. We also drew up the roadmap for the launch of these new services.
Gearing a leading national fixed and mobile telco operator up to web 2.0 presence
Back in 2007, a web 2.0 approach and presence was the talk of the town. In particular, the adoption of web 2.0 (also called enterprise 2.0) in the corporate world enabled businesses to activate extended communities (both internal and external) and models of mass collaboration. Our client, a leading national fixed and mobile operator, asked us to understand what enterprise 2.0 models could be useful for its organisation and what benefits it could reap from their adoption.
The team allowed the player to launch its Web 2.0 projects by interviewing the entire top management team across all BUs (technology, fixed, mobile, top clients), explaining enterprise 2.0 and discussing models of possible interest; selecting and prioritising 7 web 2.0 projects, via an evaluation of benefits/returns vs. costs/risks, and designing the projects and the overall masterplan, detailing the benefits and requirements for success.
The client deployed the masterplan with the 7 priority projects across the value chain. In just one year, this project generated over 20 million euro incremental revenues and 2 million euro cost efficiencies.
Bringing together a mobile player and a music TV network
Our client was a leading national mobile player. The market in which it operates is mature, and penetration has reached a staggering 140%. Always on the lookout for sources of revenue, the client had already created a special offer to target to the teen segment – with great success.
The client then realized that there were significant growth opportunities in the youth segment, and had already identified a leading national music TV network as a partner. The project’s objective was to expand market share in the youth segment through a dedicated second brand, which took the name of the music TV network.
The team helped the player launch the second brand mobile initiative by drawing up a detailed business plan and defining the economic agreement between the two players. The team also supported the client in ensuring successful project management by creating and coordinating a working group, that drew upon team members from both the mobile player and the music TV network, and in defining the organizational structure of the new brand.
The second brand was subsequently launched and is now going strong!
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