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OUTMANEUVER UNCERTAINTY NOW NEXT
July 2020
Buildingona
trustedplatform
How communications and media
businesses can navigate what
comes next
2
OUTMANEUVER
UNCERTAINTY
As the health and humanitarian impacts of the COVID-19
pandemic evolve, so do the business and economic
challenges. Organizations looking to balance their
immediate needs with longer-term opportunities will see the
trade-offs play out across three waves of impact: the Now,
the Next and the Never Normal.
The Now includes an emphasis on supporting people,
customers and suppliers. The Next will feature refocusing
the business to withstand new threats and seize new
opportunities. And the Never Normal will require navigating
rapid shifts in cultural norms, values and behaviors.
This is the moment to reinvent business models and
reintegrate the value organizations provide into a new
societal landscape. The time to shape a mindset of bold
business transformation powered by new approaches to
technology and responsible leadership is underway.
COVID-19consumerstudy
Accenture’s COVID-19 consumer study looks at communications and media consumers during the COVID-19
crisis. The goal was to understand how these consumers have engaged with their communications and media
services during the crisis, and identify the long-term, structural changes in consumers’ attitudes and behaviors
that will impact new product opportunities, demand for digital customer interactions and clarify what truly
matters in core connectivity and entertainment services.
The survey was conducted during May 2020 and includes 4431 consumers in 12 markets. This was complemented by
a multi-country Small and Medium Business.
9%
20%
23%
19%
15%
14%
18-24 Years
25-34 Years
35-44 Years
45-54 Years
55-64 Years
65+ Years
50% 50%
Male Female
41% 59%
Children No Children
51% 32% 17%
Urban Suburban Rural
USA N=787 Canada N=391 U.K. N=343 Brazil N=314
Germany N=328 France N=318 Italy N=325 Spain N=326
India N=352 Japan N=312 China N=322 Singapore N=312
3
4
Keytakeawaysand
implicationsfor
communicationservice
providers(CSPs)
5
CSPshaveenhancedtheirreputationsduring
theCOVID-19crisis
CSP customer relationships
are building trust and
permission
46% of consumers thought
their CSPs response to the crisis
was above expectations
CSPs can build on their direct
relationships with consumers to
strengthen trust and open new
opportunities.
CSPs win trust with data
security
62% of consumers trust their
CSP providers for their data
security
While many digital companies
have developed a reputation for
playing fast and loose with their
customers data, CSPs remain
trusted stewards of their
consumers lives.
Connectivity services are
no longer optional
90% of consumers think home
broadband is important and
68% think its more important
now than before the crisis
CSPs need to consider their
critical role in national
infrastructure as they develop
their strategic plans following an
unprecedented crisis.
CSPs need to look to
partners to access new
corners of their customers’
lives
Consumers think of technology
companies first for ½ of
emerging needs.
Challenges to building new
products are real, but CSPs
occupy an important part of their
customers’ lives.
Health monitoring is an
emerging area of need
50% of consumers want a
solution that helps them
monitor the health of a loved
one. 34% are willing to pay.
CSPs should look for
opportunities to build and
partner on health services that
can leverage their direct
customer relationships.
Working from home is a
core area of opportunity for
home broadband providers
37% of consumers picked
their home broadband provider
as their top choice to help them
work from home more
effectively.
Identifying the right product and
service mix for these consumers
is the next challenge.
6
COVID-19iscreatingnewproductopportunities
forCSPsandtheirpartners
Economic considerations
will be central to an
emerging consumer class
49% of consumers thought
information on discounted fees
would have been most useful
from CSPs.
Economies will not return to
strength for some time, and CSPs
need to consider how to create
low cost-to-serve models.
Consistency is the most
important driver of
customer satisfaction
39% of satisfaction with
home broadband can be
explained by consistency.
Network investments and
marketing campaigns should
capitalize on the most basic of
capabilities: it works.
7
CSPsneedtoconsiderwhichconnectivityneeds
comefirstforconsumers
Digital service channels
need additional
sophistication
64% of service related
phone calls were resolved in the
first interaction, more than any
other channel.
Unlike sales interactions, digital
service channels were not more
satisfying than before the crisis.
Additional investment in
omnichannel service is a must.
Digital sales channels are
ready for increased traffic
80% of consumers were
satisfied with digital sales
interactions during the crisis
Digital sales channels will
continue to be popular post
COVID-19, and CSPs should
continue to refine their
capabilities to deliver great
customer experiences.
Physical locations are not
core for customer
experience
60% of consumers would
feel either no or a small sense of
loss if retail stores did not return
Retail may never look the same,
and CSPs can take this moment to
consider how retail differentiates
from other channels.
8
CSPshaveanopportunitytoinnovatetheiromnichannel
experienceemergingfromthecrisis
9
COVID-19willhavealastingimpactoncommunications
consumers
Data security drives
trust
62% of consumers
trust their CSPs for their
data security.
While many digital
companies have
developed a reputation
for playing fast and loose
with their customers
data, CSPs remain
trusted stewards of their
consumers lives.
Connectivity is not
optional
68% of consumers
think home broadband
is more important now
than before the crisis.
Working and living from
home is becoming a
way of life, and the
most critical
component of that
lifestyle is connectivity.
New products and
services are needed
34%of consumers
are willing to pay for
solutions that help them
work from home more
effectively.
Identifying the right
product and service mix
for these consumers is
the next challenge.
Omnichannel
experience is critical
60% of consumers
would feel either no or a
small sense of loss if
retail stores did not
return.
Retail may never look the
same, and CSPs can take
this moment to consider
how retail differentiates
from other channels.
10
HowshouldCSPsrespond?
Expand the portfolio
of products and
services
Thoughtfully consider
the role of the CSP
across a wide range of
new consumer needs,
looking for places to
develop unique offerings
and partner ecosystems.
Re-establish the
value of
connectivity
Build on the importance
of connectivity to new,
never normal lifestyles
by creating
differentiated service
offerings and working
to enhance national
infrastructure.
Build on their trusted
role in the data
ecosystem
CSPs are uniquely
positioned in the data
economy with strong
D2C relationships and
established trust with
data handling. This
provides them
permission to expand
into new products and
partnerships.
Differentiate on
customer
experience
Rethink the omnichannel
experience, considering
the value of digital sales
channels and the role of
existing phone service
channels. Build a holistic
experience that meets
the current consumers
where they are.
11
Keytakeawaysand
implicationsformedia
organizations
TV has done a better job of
communication with
customers than streaming
10% moreconsumers
were aware of how their TV
provider responded to the crisis
than their streaming provider
PayTV is speaking directly to
consumers in a way that
streaming is not.
eCommerce is not helpful,
news and entertainment is
38% of consumers think TV
has been helpful during the crisis.
21% of consumers thought the
same of eCommerce.
Entertainment is not a functional
need, it is an emotional one.
Strengthening that bond should
be a priority for media.
TV remains the most
influential news platform in
the world
66% of consumers relied on
national TV networks most for
news and information during
the crisis
Traditional networks must find
new ways to emphasize and
monetize the critical role they
play in people’s lives.
12
TVhasdeliveredoncorepromisesduringthecrisis
Consumers expect
innovation from their
streaming video providers
10% more consumers
expected an enhanced content
catalog from their streaming
provider than PayTV.
Streaming capabilities are
quickly becoming platforms for
innovation.
Quality of service is the most
important streaming video
attribute
32% of streaming video
satisfaction can be explained by
quality of service.
Although streaming providers
have mostly delivered on quality
of service, continuing to evolve
their delivery mechanism is a
critical investment area.
Streaming video is no
longer secondary
30% of consumers
worldwide considered Netflix
their PRIMARY video provider.
The efficacy of streaming video
is no longer in doubt. The
question is what it can learn from
traditional TV that it has not
already.
13
Streamingvideohasdeliveredonnewcustomer
propositionsduringthecrisis
Simplicity and efficiency of
media delivery presents new
opportunities
44% of consumers are willing
to pay for new movies at home.
Consumers look to their streaming
video providers first for improving
their viewing experience. Building
the business network to deliver
these capabilities will win new
fans.
Delivering news and
information on TV is a
differentiated asset
49% of consumers trust their
national networks more now
than before the crisis.
Streaming providers must look at
the importance of news and
information in TVs reputation and
consider how to incorporate it
into their own strategic plans.
14
Mediacompaniescancreatenewvaluebyimproving
deliveryofmediaservices
15
COVID-19willhavealastingimpactonmediaconsumers
Consumers want simplicity
and efficiency in media
44% of consumers are
willing to pay for new movies at
home.
Consumers look to their
streaming video providers first
for improving their viewing
experience. Building the
business network to deliver these
capabilities will win new fans.
Streaming video is no longer
secondary
30% of consumers considered
Netflix or Amazon Prime their
PRIMARY video provider.
With skyrocketing usage of
streaming services any doubt about
its place in consumers lives has
been settled. However, consumers
EXPECT innovation from streaming
services leading to an important
question: what’s next?
TV remains the most
influential news platform in
the world
66% of consumers relied on
national TV networks most for
news and information during
the crisis.
TV’s role has never been more
obvious—a ubiquitous live feed
of the news and information that
matters most.
16
Howshouldmediacompaniesrespond?
Continue to innovate the
streaming experience
Consumers expect innovation
and new ideas from their
streaming platforms.
Highlighting topical content and
bolstering catalogues in the
crisis is exactly what consumers
expected, but what comes next?
Concentrate on quality of
service in streaming
Although streaming providers have
mostly delivered on quality of
service, continuing to evolve their
delivery mechanism is a critical
investment area.
Build on the value of news
and information
Traditional networks must find
new ways to emphasize and
monetize the critical role they
play in peoples lives especially in
light of the strength of streaming
delivery.
17
Contacts
Francesco Venturini
Senior Managing Director,
Global Communications & Media Lead
francesco.venturini@accenture.com
Boris Maurer
Managing Director,
Communications & Media Lead, Europe
boris.maurer@accenture.com
Andrew Walker
Senior Managing Director,
Communications & Media Lead,
North America
andrew.m.walker@accenture.com
Mike Chapman
Managing Director,
Media Lead, North America
michael.chapman@accenture.com
Aurelio Nocerino
Managing Director,
Network Lead, Europe
aurelio.nocerino@Accenture.com
Saulo L. Bonizzato
Senior Managing Director,
Communications & Media Industry
Leader for Growth Markets
saulo.l.bonizzato@accenture.com
Mark Flynn
Global Research Lead,
Communications & Media
mark.flynn@accenture.com
To help our clients navigate both the
human and business impact of COVID-19,
we’ve created a hub of all of our latest
thinking on a variety of topics.
Each topic highlights specific actions which
can be taken now and what to consider next
as industries move towards a new normal.
From leadership essentials to ensuring
productivity for your employees and
customer service groups to building supply
chain resilience and much more, our hub
will be constantly updated. Check
back regularly for more insights.
VISIT OUR HUB HERE
18
DISCLAIMER: This document is intended for general informational purposes only and does not take into
account the reader’s specific circumstances, and may not reflect the most current developments.
Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy
and completeness of the information in this presentation and for any acts or omissions made based on such
information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for
obtaining such advice from their own legal counsel or other licensed professionals.
Copyright © 2020 Accenture All rights reserved.
Accenture, its logo, and New Applied Now are trademarks of Accenture.
AboutAccenture
Accenture is a leading global professional services company, providing
a broad range of services and solutions in strategy, consulting, digital,
technology and operations. Combining unmatched experience and
specialized skills across more than 40 industries and all business
functions—underpinned by the world’s largest delivery network—
Accenture works at the intersection of business and technology to help
clients improve their performance and create sustainable value for their
stakeholders. With 513,000 people serving clients in more than 120
countries, Accenture drives innovation to improve the way the world
works and lives.
Visit us at www.accenture.com
AboutAccentureResearch
Accenture Research shapes trends and creates data driven insights about the
most pressing issues global organizations face. Combining the power of
innovative research techniques with a deep understanding of our clients’
industries, our team of 300 researchers and analysts spans 20 countries and
publishes hundreds of reports, articles and points of view every year. Our
thought provoking research—supported by proprietary data and partnerships
with leading organizations, such as MIT and Harvard—guides our innovations
and allows us to transform theories and fresh ideas into real-world solutions
for our clients.
For more information, visit www.accenture.com/research

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COVID-19: Building on a trusted platform

  • 1. OUTMANEUVER UNCERTAINTY NOW NEXT July 2020 Buildingona trustedplatform How communications and media businesses can navigate what comes next
  • 2. 2 OUTMANEUVER UNCERTAINTY As the health and humanitarian impacts of the COVID-19 pandemic evolve, so do the business and economic challenges. Organizations looking to balance their immediate needs with longer-term opportunities will see the trade-offs play out across three waves of impact: the Now, the Next and the Never Normal. The Now includes an emphasis on supporting people, customers and suppliers. The Next will feature refocusing the business to withstand new threats and seize new opportunities. And the Never Normal will require navigating rapid shifts in cultural norms, values and behaviors. This is the moment to reinvent business models and reintegrate the value organizations provide into a new societal landscape. The time to shape a mindset of bold business transformation powered by new approaches to technology and responsible leadership is underway.
  • 3. COVID-19consumerstudy Accenture’s COVID-19 consumer study looks at communications and media consumers during the COVID-19 crisis. The goal was to understand how these consumers have engaged with their communications and media services during the crisis, and identify the long-term, structural changes in consumers’ attitudes and behaviors that will impact new product opportunities, demand for digital customer interactions and clarify what truly matters in core connectivity and entertainment services. The survey was conducted during May 2020 and includes 4431 consumers in 12 markets. This was complemented by a multi-country Small and Medium Business. 9% 20% 23% 19% 15% 14% 18-24 Years 25-34 Years 35-44 Years 45-54 Years 55-64 Years 65+ Years 50% 50% Male Female 41% 59% Children No Children 51% 32% 17% Urban Suburban Rural USA N=787 Canada N=391 U.K. N=343 Brazil N=314 Germany N=328 France N=318 Italy N=325 Spain N=326 India N=352 Japan N=312 China N=322 Singapore N=312 3
  • 5. 5 CSPshaveenhancedtheirreputationsduring theCOVID-19crisis CSP customer relationships are building trust and permission 46% of consumers thought their CSPs response to the crisis was above expectations CSPs can build on their direct relationships with consumers to strengthen trust and open new opportunities. CSPs win trust with data security 62% of consumers trust their CSP providers for their data security While many digital companies have developed a reputation for playing fast and loose with their customers data, CSPs remain trusted stewards of their consumers lives. Connectivity services are no longer optional 90% of consumers think home broadband is important and 68% think its more important now than before the crisis CSPs need to consider their critical role in national infrastructure as they develop their strategic plans following an unprecedented crisis.
  • 6. CSPs need to look to partners to access new corners of their customers’ lives Consumers think of technology companies first for ½ of emerging needs. Challenges to building new products are real, but CSPs occupy an important part of their customers’ lives. Health monitoring is an emerging area of need 50% of consumers want a solution that helps them monitor the health of a loved one. 34% are willing to pay. CSPs should look for opportunities to build and partner on health services that can leverage their direct customer relationships. Working from home is a core area of opportunity for home broadband providers 37% of consumers picked their home broadband provider as their top choice to help them work from home more effectively. Identifying the right product and service mix for these consumers is the next challenge. 6 COVID-19iscreatingnewproductopportunities forCSPsandtheirpartners
  • 7. Economic considerations will be central to an emerging consumer class 49% of consumers thought information on discounted fees would have been most useful from CSPs. Economies will not return to strength for some time, and CSPs need to consider how to create low cost-to-serve models. Consistency is the most important driver of customer satisfaction 39% of satisfaction with home broadband can be explained by consistency. Network investments and marketing campaigns should capitalize on the most basic of capabilities: it works. 7 CSPsneedtoconsiderwhichconnectivityneeds comefirstforconsumers
  • 8. Digital service channels need additional sophistication 64% of service related phone calls were resolved in the first interaction, more than any other channel. Unlike sales interactions, digital service channels were not more satisfying than before the crisis. Additional investment in omnichannel service is a must. Digital sales channels are ready for increased traffic 80% of consumers were satisfied with digital sales interactions during the crisis Digital sales channels will continue to be popular post COVID-19, and CSPs should continue to refine their capabilities to deliver great customer experiences. Physical locations are not core for customer experience 60% of consumers would feel either no or a small sense of loss if retail stores did not return Retail may never look the same, and CSPs can take this moment to consider how retail differentiates from other channels. 8 CSPshaveanopportunitytoinnovatetheiromnichannel experienceemergingfromthecrisis
  • 9. 9 COVID-19willhavealastingimpactoncommunications consumers Data security drives trust 62% of consumers trust their CSPs for their data security. While many digital companies have developed a reputation for playing fast and loose with their customers data, CSPs remain trusted stewards of their consumers lives. Connectivity is not optional 68% of consumers think home broadband is more important now than before the crisis. Working and living from home is becoming a way of life, and the most critical component of that lifestyle is connectivity. New products and services are needed 34%of consumers are willing to pay for solutions that help them work from home more effectively. Identifying the right product and service mix for these consumers is the next challenge. Omnichannel experience is critical 60% of consumers would feel either no or a small sense of loss if retail stores did not return. Retail may never look the same, and CSPs can take this moment to consider how retail differentiates from other channels.
  • 10. 10 HowshouldCSPsrespond? Expand the portfolio of products and services Thoughtfully consider the role of the CSP across a wide range of new consumer needs, looking for places to develop unique offerings and partner ecosystems. Re-establish the value of connectivity Build on the importance of connectivity to new, never normal lifestyles by creating differentiated service offerings and working to enhance national infrastructure. Build on their trusted role in the data ecosystem CSPs are uniquely positioned in the data economy with strong D2C relationships and established trust with data handling. This provides them permission to expand into new products and partnerships. Differentiate on customer experience Rethink the omnichannel experience, considering the value of digital sales channels and the role of existing phone service channels. Build a holistic experience that meets the current consumers where they are.
  • 12. TV has done a better job of communication with customers than streaming 10% moreconsumers were aware of how their TV provider responded to the crisis than their streaming provider PayTV is speaking directly to consumers in a way that streaming is not. eCommerce is not helpful, news and entertainment is 38% of consumers think TV has been helpful during the crisis. 21% of consumers thought the same of eCommerce. Entertainment is not a functional need, it is an emotional one. Strengthening that bond should be a priority for media. TV remains the most influential news platform in the world 66% of consumers relied on national TV networks most for news and information during the crisis Traditional networks must find new ways to emphasize and monetize the critical role they play in people’s lives. 12 TVhasdeliveredoncorepromisesduringthecrisis
  • 13. Consumers expect innovation from their streaming video providers 10% more consumers expected an enhanced content catalog from their streaming provider than PayTV. Streaming capabilities are quickly becoming platforms for innovation. Quality of service is the most important streaming video attribute 32% of streaming video satisfaction can be explained by quality of service. Although streaming providers have mostly delivered on quality of service, continuing to evolve their delivery mechanism is a critical investment area. Streaming video is no longer secondary 30% of consumers worldwide considered Netflix their PRIMARY video provider. The efficacy of streaming video is no longer in doubt. The question is what it can learn from traditional TV that it has not already. 13 Streamingvideohasdeliveredonnewcustomer propositionsduringthecrisis
  • 14. Simplicity and efficiency of media delivery presents new opportunities 44% of consumers are willing to pay for new movies at home. Consumers look to their streaming video providers first for improving their viewing experience. Building the business network to deliver these capabilities will win new fans. Delivering news and information on TV is a differentiated asset 49% of consumers trust their national networks more now than before the crisis. Streaming providers must look at the importance of news and information in TVs reputation and consider how to incorporate it into their own strategic plans. 14 Mediacompaniescancreatenewvaluebyimproving deliveryofmediaservices
  • 15. 15 COVID-19willhavealastingimpactonmediaconsumers Consumers want simplicity and efficiency in media 44% of consumers are willing to pay for new movies at home. Consumers look to their streaming video providers first for improving their viewing experience. Building the business network to deliver these capabilities will win new fans. Streaming video is no longer secondary 30% of consumers considered Netflix or Amazon Prime their PRIMARY video provider. With skyrocketing usage of streaming services any doubt about its place in consumers lives has been settled. However, consumers EXPECT innovation from streaming services leading to an important question: what’s next? TV remains the most influential news platform in the world 66% of consumers relied on national TV networks most for news and information during the crisis. TV’s role has never been more obvious—a ubiquitous live feed of the news and information that matters most.
  • 16. 16 Howshouldmediacompaniesrespond? Continue to innovate the streaming experience Consumers expect innovation and new ideas from their streaming platforms. Highlighting topical content and bolstering catalogues in the crisis is exactly what consumers expected, but what comes next? Concentrate on quality of service in streaming Although streaming providers have mostly delivered on quality of service, continuing to evolve their delivery mechanism is a critical investment area. Build on the value of news and information Traditional networks must find new ways to emphasize and monetize the critical role they play in peoples lives especially in light of the strength of streaming delivery.
  • 17. 17 Contacts Francesco Venturini Senior Managing Director, Global Communications & Media Lead francesco.venturini@accenture.com Boris Maurer Managing Director, Communications & Media Lead, Europe boris.maurer@accenture.com Andrew Walker Senior Managing Director, Communications & Media Lead, North America andrew.m.walker@accenture.com Mike Chapman Managing Director, Media Lead, North America michael.chapman@accenture.com Aurelio Nocerino Managing Director, Network Lead, Europe aurelio.nocerino@Accenture.com Saulo L. Bonizzato Senior Managing Director, Communications & Media Industry Leader for Growth Markets saulo.l.bonizzato@accenture.com Mark Flynn Global Research Lead, Communications & Media mark.flynn@accenture.com
  • 18. To help our clients navigate both the human and business impact of COVID-19, we’ve created a hub of all of our latest thinking on a variety of topics. Each topic highlights specific actions which can be taken now and what to consider next as industries move towards a new normal. From leadership essentials to ensuring productivity for your employees and customer service groups to building supply chain resilience and much more, our hub will be constantly updated. Check back regularly for more insights. VISIT OUR HUB HERE 18
  • 19. DISCLAIMER: This document is intended for general informational purposes only and does not take into account the reader’s specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Copyright © 2020 Accenture All rights reserved. Accenture, its logo, and New Applied Now are trademarks of Accenture. AboutAccenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network— Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 513,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com AboutAccentureResearch Accenture Research shapes trends and creates data driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought provoking research—supported by proprietary data and partnerships with leading organizations, such as MIT and Harvard—guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. For more information, visit www.accenture.com/research