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Customer Experience
Sheryl Kingstone, Director, skingstone@yankeegroup.com
Highlights
Consistent mobile access is critical to consumers, creating demand for higher
service quality and improved user experiences. Sixty-nine percent of respondents
to Yankee Groups consumer survey want to be connected at all times, and nearly the
same number say their mobile devices are highly important to both their social and
work lives.
Customer experience management (CEM) tools are a valuable service, but only if
they measure the end-user experience. Communications service providers (CSPs)
must learn from customer expectations, as well as track, monitor and respond to any
change. The challenge is to apply this knowledge across the company to enhance the
user experience while still retaining profitability for the operator.
Service quality management (SQM) is the proper way to transition to CEM. The
key is to move from a per-service-only measurement to a per-service, per-user
(PSPU) measurement. Some vendors are currently only measuring quality of service
(QoS), which fails to take into account the emotional factors impacting the end-user
experience. The goal is to move from just an engineering point of view (good, bad,
fair) to a more personalized approach (satisfied, unsatisfied).
Net Promoter Score (NPS), social monitoring and big data initiatives arent enough.
While the critical success factor of the customer experience is the extent to which
the customers needs are satisfied, indicators such as Net Promoter Score, likelihood
to churn and other loyalty indicators can be a great start. However, its critically
important to relate these results to key network events.
November 2012
Table of Contents
Measuring Network Service
Isnt Enough
November 2012
Per Service
End-to-End
Customer
Experience
Device
Voice
Mobile
Broadband
SQM
User
Experience
CEM
Page 2
November 2012
No one of these is necessarily bad or wrong. They are merely incomplete initiatives
that still have room for improvement. Exhibit 2 highlights the potential gaps of
common customer experience initiatives that prevent CSPs from truly creating the ideal
customer experience.
Exhibit 2: Many Customer Experience Initiatives, but No Silver Bullet
Source: Yankee Group, 2012
Customer Experience
Initiative
Goal
Gap
Big Data
Customer Relationship
Management (CRM)
Policy
Page 3
November 2012
Customer Care
Understand true
service quality
Respond preemptively
to service issues
Identify capacity
and coverage
requirements
Prioritize resources
that impact greatest
or most profitable
subscribers
Optimize to improve
service quality
Uncover root cause of
subscriber complaints
Interact with
customers at the
right time to improve
problem resolution and
satisfaction
Executive
Management
Reduce time to identify
and address customer
issues
Increase organizational
efficiency and cost
control on services that
drive customer loyalty
Develop, test and grow
new services targeted
toward high-value
segments
Page 4
November 2012
Customer Care/
Marketing
Network Operations
Quality Monitoring
QoS-KPI and KQI
End-to-End User
Experience Modeling
Marketing Analytics
QoE
Complaint Handling
NPS and Customer
Experience Indicators
Page 5
November 2012
Page 6
November 2012
Page 7
November 2012
QoE Modeling and PSPU (Per Service Per User) Enable Individual Care
SMS
Users
SMS
SMS
75.8%
92.1%
52137ms
1.1%
53.7%
90.3%
11981ms
2.1%
93.5%
98.8%
0.3%
90.3%
70231ms
7.3%
89.8%
75.8%
11801ms
Page 8
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