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Truly Managing the Customer Experience TextStart Measuring Network Service Isn’t Enough For CSPs, providing the right customer experience is the key to boosting operational efficiencies, building customer loyalty and growing wallet share. The goal is to conquer new markets and generate new revenue streams while delivering the right customer experience that keeps customers happy and the business profitable. Today’s end-users are more sophisticated. They expect not only higher service quality, but also a differentiated, consistent and transparent end-to-end customer experience. As Exhibit 1 shows, CSPs must now move from measuring the quality of individual services to measuring the complete end-user experience. The successful operator will be the one that can capitalize on this trend and focus on total CEM. Going Beyond the Basics Managing the customer experience is not just about capturing customer information and order requests; it requires a total transformation for the industry. CSPs must evolve from an operational service strategy to a more customer-focused experience management model. This is the only way they can differentiate themselves from the competition and increase loyalty. Current Operator Strategies Are Not Meeting Demand CSPs in both mature and emerging markets face competition from aggressive entrants that have changed the foundation of the industry. In the industry today, we hear a consistent CEM drumbeat as service providers struggle to transform their business and adopt the “customer is king” mantra. Unfortunately, their solutions usually suffer from one or more of the following ailments (see Exhibit 2): They are too network-centric. 1) Teams view most of the world through the lens of network and QoS measurements. 2) These measures are too narrow and capture just one part of the experience. ••They are too focused on customer relationship management (CRM) and customer care. 1) Function-specific, inside-out view tends to rely on internal measures of quality, such as average hold time and call abandonment rates. 2) Such measures have nothing to do with the overall experience; they simply measure service provider transaction response efficiency. They are too service provider-centric. 1) Include only those attributes controlled directly by the service provider. 2) Do not include third-party capabilities such as downloads, ring tones, interconnect handoffs, entertainment content and applications. While industry bodies are in the process of developing the standards for CEM, quality of experience (QoE) and key quality indicators (KQIs), vendors are continuing to create their own initiatives to provide a way to measure end-to-end PSPU quality. What is important is to construct a way to find the root cause of a problem and its related impact on endusers’ QoE. The challenge is to apply this knowledge across the company to enhance the user experience while still retaining profitability for the operator. Requirements for Transforming the Experience Operators need to transform from networkcentric to user-centric management practices. A user-centric approach focuses not only on availability, but also on key factors such as accessibility, integrity, retainability and ultimately a customer’s emotional experience. Customer experience is a direct result of users’ observations, perceptions, thoughts and feelings as they interact with the product, service or company throughout an interval of time. Therefore, a complete CEM system must not only capitalize on customer expectations, but also act on any possible changes in behaviors. It is important not only to continually measure customers’ perceptions of network improvements but also to ensure customers know what the operator is doing to achieve those results. Having a finger on the pulse of end-users’ perceived QoS can help operators expedite the process of discovering areas where performance can be improved, and can in turn dramatically impact the business across multiple constituents (see Exhibit 3). Delivering the Framework for Success To truly create a differentiated experience across the customer life cycle, operators must use insight from both the service and product, service or company throughout an interval of time. Therefore, a complete CEM system must not only capitalize on customer expectations, but also act on any possible changes in behaviors. It is important not only to continually measure customers’ Delivering the Framework for Success To truly create a differentiated experience across the customer life cycle, operators must use insight from both the service and the user to correlate data from the network, devices and services, to understand, manage and predict their customers’ expectations. Innovative Scenarios That Make Consistent Customer Experience a Reality Getting more granular with end-to-end measurement of the customer experience not only assists operations with better network infrastructure planning, but also helps sales and service departments in improving operations and enhancing revenue-generation opportunities. To understand actual user experience, quantitative data findings must integrate subjective inputs such as user satisfaction surveys or reports from the customer care center. However, the process should be undergone in stages (see Exhibit 4). SQM is the proper way to transition to CEM, because the network KPIs and KQIs are already operational. This step provides the strong foundation necessary for a successful CEM initiative: Having insight into network performance and service quality leads to a better understanding of the customer experience. The following are examples of how this insight can improve customer experience. Proactively Resolve Problems and React at the Right Time Proactive resolutions of customer problems are essential to avoid a customer complaint call, and right-timing interactions—such as lowering average handle time—will ensure customer satisfaction. It is important to monitor and proactively act before a customer notices a problem or has the time to complain to a call center to avoid not only a negative experience, but also increased costs to the contact center. Reduce Average Call Handling Time for Customer Service Representatives (CSRs) By proactively identifying user issues, agents can more accurately and quickly solve subscriber issues, ultimately lowering the cost to serve. Effectively understanding the end-to-end service quality issue demarcation covering device, wireless network, core network, IP backbone, backhaul, user behavior and even policy control will improve the efficiency of the complaint-handling process to reduce the operational workload, improve customer perception and increase ticket closure rate. Monitor Revenue-Earning Transactions to Ensure Cross-Sell and Upsell Success Marketing departments are struggling with a multitude of complex issues related to effective tariff plans, creation of valueadded services and overall benchmarking of industry standards. Specifically, operators need to understand the emotional aspects coupled with network KQIs before the creation of dynamic tariff plans so that target customers will enjoy the personalized price without any bad experiences (e.g., network congestion, slow data connection), or they must validate the effectiveness of dynamic traffic (by user-level traffic analysis). A wealth of subscriber information can be used to understand subscribers’ needs, interests and behaviors. This not only ensures the delivery of personalized offers, but also guarantees that the service experience doesn’t negatively affect the brand. Operators also should design, implement and verify policies to ensure adequate resource availability for high-value end-users, services or applications based on mobile broadband capacity assessment and forecasts aligned with the operator’s business objective. Supplier Spotlight: Huawei While there are plenty of IP and circuit switch probe companies, they are not able to dynamically resolve and meet today’s customers’ needs. In the optimization space, these companies are missing the key point about the end-user experience during IP or radio optimizations. Instead of falling into the trap of spending resources optimizing good user experiences, ICT provider Huawei focuses on improving the bad ones. In 2012, Huawei made investments in research and development to build a solution that moves the industry toward end-to-end CEM and enables proactive prevention. The company believes its radio, IP and B/OSS technologies and strategic consulting can make it a one-stop shop in the industry to confront customer experience challenges for operators. While the KQI model is structured by Telecom Management Forum (TMF) and is a very broad concept in this industry, Huawei defines KQIs as a way to measure end-toend PSPU quality. Furthermore, the KQI is structured to find the root cause and deliver end-user QoE. Huawei is redefining SQM from a per-service to a PSPU measurement to truly measure the customer experience. It is applying its enduser QoE modeling with its aggregated PSPU SQM (see Exhibit 5 on the next page). Huawei helps CSPs analyze such business metrics as NPS and Customer Satisfaction Index on an aggregated level and use them to identify customer experience issues and challenges. Furthermore, Huawei can help integrate these metrics across the client organization and improve them with a complete set of use cases across departments and customer experience life cycle phases. The current SmartCare trials are in the early stages of the service quality discovery process. This initial phase to collect and analyze network performance data is being conducted during the next few months. The results should provide the operator with incremental improvements to its network performance and customer experience. TextEnd