Many telcos are in the process
of becoming more customer-centric and to have a customer-focused organization. Despite
their best intentions, however, most fall far short of the goals.
The problem, for many, is that they
underestimate how big of a job moving to a customer-centric view really is.
The key to any serious customer-based
strategy is always the same: good, sound customer management capability.
Customer Management
Capabilities
Most telcos find themselves in an incredibly
difficult position when they decide it is time to pay closer attention to their
customers. They discover that their existing billing systems and other computer
applications fail to do an adequate job of collecting, standardizing, consolidating,
summarizing, and reporting on customer activities in any meaningful or useful way.
They tend to be stuck with dozens
of legacy applications, each built to perform a different part of the customer management
function. No where is there a system or application that can pull all of that information
together.
Customer Management
... More Than Just a System
Some managers naively assume that heir customer
management problems would be solved if they had a systems that would deliver the
needed information. Unfortunately, nothing could be further from the truth.
The lack of a good customer management
system is a symptom, not the cause, of a much bigger problem.
What most companies fail to realize
is that, to do a serious job of customer management, you need an entire organization,
philosophy, and organizational discipline established around the principle. Only
then can you realistically expect the construction of a customer management system
to be successful.
Customer Management
Value Propositions
For the organizations that takes on the
customer management challenge, there are many potential rewards to be enjoyed:
Reduced cost of customer acquisition, maintenance, and churn reduction
(as telcos are able to focus on and allocate the right levels of resources to the
right individuals)
Reduced cost of advertising, marketing, promotion, and customer service
The ability to execute more specific, precise, and well managed campaigns
The ability to integrate customer interaction across all channels
The ability to better tune channel investments, programs, and capabilities
The ability to better target new product development
Reduced costs of marketing
Increased revenue from customers
-Customer Management
Offerings
has experience working with dozens of telcos who struggled with
the issues and challenges of developing better customer management capabilities.
Our offerings help your organization to create better strategies in support of customer
management, and to develop systems that can provide the support you need. These
offerings include:
Development of customer profiles and customer profiling practices
Creation, formalization, and ongoing management of customer segments
(creation of the customer management organization and the Chief Customer Management
Officer)
Touchpoint integration - collection and dissemination of customer activities
across all channels
Customer householding - creation and management of customer householding
capabilities
Corporate hierarchy construction and maintenance
Sourcing of customer information for inclusion in customer management
systems
Many telcos are in the process
of becoming more customer-centric and to have a customer-focused organization. Despite
their best intentions, however, most fall far short of the goals.
The problem, for many, is that they
underestimate how big of a job moving to a customer-centric view really is.
Most telcos find themselves in an incredibly
difficult position when they decide it is time to pay closer attention to their
customers. They discover that their existing billing systems and other computer
applications fail to do an adequate job of collecting, standardizing, consolidating,
summarizing, and reporting on customer activities in any meaningful or useful way.
They tend to be stuck with dozens
of legacy applications, each built to perform a different part of the customer management
function. No where is there a system or application that can pull all of that information
together.
Some managers naively assume that heir customer
management problems would be solved if they had a systems that would deliver the
needed information. Unfortunately, nothing could be further from the truth.
The lack of a good customer management
system is a symptom, not the cause, of a much bigger problem.
For the organizations that takes on the
customer management challenge, there are many potential rewards to be enjoyed: