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- 1. IBM Customer Engagement Solutions Telecom made with IBM
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- 6. Telco providers growth has slowed down dramatically as competition continues to divert a disproportionate share of new revenues <2% in global OTT revenue anticipated by 2020$51B growth in retail telco revenues expected through 2017 Source: Tata Consultancy Services , August 2015; “Telecom Customer Experience Management”, Total White Paper The ocean of competition continues to change 6
- 7. The customer is evolving The modern consumer expects more from every interaction. Brands can be shaped by social media and advocacy can be won or lost with each engagement. 81%of customers have received advice about an upcoming purchase via a social site 11%of Telco executives say they are substantially engaging customers through social media Source: IBM Telecommunications, 2014; “A call to action by communications service providers” IBM White Paper 7
- 8. Customer experience is the new battlefield 90% begin considering offers from the competition following a negative experience IBM IBV Study 2012; “Stepping up to the challenge,” IBM CMO Study 2014 <50% of consumers take the time to report a negative experience with their CSP In an increasingly competitive and antagonistic marketplace, loyalty is won or lost with each experience, and customers expect frictionless and personalized interactions across channels. 8
- 9. IBM Customer Engagement Solutions 9
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- 13. Digital Analytics Customer Behavior Analytics And our solutions are flexible, so users can begin anywhere and grow in any direction 13 Journey Analytics Customer Experience Analytics eCommerce & Merchandising Marketing B2B Commerce B2C Commerce Omni-Channel Merchandising Omni-Channel Marketing Real-Time Personalization Marketing Cloud Journey Design Lead Management 13
- 14. Lilly, a young professional, is looking to buy a new personal phone Lilly can’t decide what new phone she would like to buy so she logs into her Twitter account to ask her followers To Lilly’s surprise, the TellCo Twitter team send her a reply about their offerings. Lilly clicks the link and sees that she will be offered tailored advice on devices, network service and price plans. She will also be given the opportunity to try out the handsets in which she’s interested. Hi Lilly, please click the link below to see all of our smart phone products 14
- 15. Lilly is engaged with personalized service throughout the buying process Lilly sees she can use this service at anytime by going into TellCo’s store, but to guarantee she is immediately attended to, they advise her to book an appointment on the TellCo website. Lilly decides to book online as she has a busy weekend ahead with friends, and has no time to waste. Lilly visits the store for her appointment with Tom who talks her through everything in detail. Lilly particularly likes the iPhone 6 as she likes its look and feel and many cool features 15
- 16. Tellco work with Lilly to describe phone order options Tom asks for Lilly’s most frequented addresses so that he can check the network coverage over these areas, using his company iPad. Using his iPad, Tom shows Lilly how she can compare detailed plans, and also the added value of each plan Lilly is big on the blogging scene, posting about films, books, and plays she has seen. However, she’s not entirely sure what data usage allowance she would require were she to start using a new phone to blog. 16
- 17. Tellco uses customer data to customize a plan for Lilly Tom asks Lilly what are her top 8 websites, and how frequently she visits them. This enables him to show, through the app, how many megabytes Lilly is likely to consume in a month, based on the average usage for customers like her. Lilly is still a little unsure on which package to go with so Tom tells her about TellCo’s real-time data pricing plan, which allows Lilly to pay only for the data used. Tom suggests she use that plan for a month to determine which plan would be best. Lilly really likes her TellCo experience in-store, but still wants to visit another network provider. On her way home she visits ABC telco. However, they don’t offer an expert service, like TellCo, and when she asks which data bundle they would recommend, they don’t use customer data, as TellCo did. 17
- 18. Lilly decides to buy her new iPhone Later that day, Lilly receives a message from TellCo with a link to a quote. The webpage contains a basket with her preferred products and Lilly decides that she’s going to get it. She selects her delivery method, her opt-ins and clicks to confirm her purchase. The next day, Lilly walks into the TellCo store to pick up her new handset. John, the retail advisor, completes the set-up for Lilly’s phone and offers to transfer Lilly’s contacts and photos from her work phone onto her new handset. John also enrolls her in the ‘Enlighten Programme’ for new iOS users. Through this, Lilly receives regular tips via text – her preferred communication channel - on how to get the most out of her new device. 1 $ $ $ Activate Tellco Lilly Welcome to Tellco Lilly Tellco Company 18
- 19. Tellco interacts with Lilly to support her new purchase One month later, Lilly gets a call from Julie, a TellCo Rep, who asks how she likes her new phone. Julie explains that she can see that Lilly is using a lot of data, and offers advice on how to switch to high-usage apps, so that they aren’t continuously consuming data in the background. Julie also notices that Lilly is phoning abroad often, which Lilly explains is due to her parents living in France. Julie informs her that TellCo offer an overseas call bundle, which would reduce her phone bill considerably. Lilly is impressed with the proactive way Tellco helps her and recommends Julie when asked via LinkedIn $ $ $ 19
- 20. Lilly is so pleased with the service she received with Tellco, she posts to Facebook and Twitter about her experience Lilly shares her experience to her social networks 20
- 21. IBM Customer Engagement Solutions 21
- 22. © 2015 IBM Telefonica | Vivo Telefonica Vivo is using IBM Marketing solutions to reach beyond demographics and target segments with the right offers realizing tremendous results. 30% Increase in revenue generated from direct marketing efforts Increase in opt-in rate for customers who receive marketing messages5X Increase in sales on days that campaigns are launched 70% 22
- 23. © 2015 IBM Celcom Celcom is using IBM Marketing solutions to improve customer loyalty, increase revenue per customer and reduce churn through personalized campaigns and messaging. 80 % 70% Reduction in campaign launch times Improvement in campaign performance 98% Engagement rating among customer- facing employees 23
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Notas del editor
- Start with the IBM Customer Engagement introductory video available to play from here: http://www.ibm.com/commerce/us-en/newwaytoengage
- The job of marketing today looks nothing like it did 2 or 3 – let alone 5 – years ago. The job has changed tenfold in scope and complexity. Consider these changes: Database marketing was about a known set of attributes with segmentation updated 1-2x a year; now the types of relevant customer information are constantly growing and you are expected to assemble it into dynamic customer profiles Campaigns were all scheduled and pushed out; now they are increasingly triggered by customer events and personalized dynamically The number of channels to reach each customer has exploded across paid, owned and earned Offers have gone from only product and price to much broader sets of relevant services and experiences – many that may not be owned by marketing or even your company Through it all, you have to deal with exploding data and analytics to know customers better, identify new opportunities, demonstrate and improve results Suggested leave behinds: HBR article on the New Basics of Marketing dedicated to the rise of the chief marketing technologist: https://hbr.org/2014/07/the-rise-of-the-chief-marketing-technologist CMO Insights from the IBM Global C-Suite Study: http://www-01.ibm.com/common/ssi/cgi-bin/ssialias?subtype=XB&infotype=PM&appname=GBSE_GB_TI_USEN&htmlfid=GBE03593USEN&attachment=GBE03593USEN.PDF
- More CMOs than ever feel underprepared which reflects the significant changes and increased complexity in the role of marketing. Some of the reasons CMOs feel underprepared include the ones just mentioned --- data, channels, and increased customer expectations --- but its also caused by technology disruptors like – social, mobile, analytics and cloud. The changes in the marketing space in this social and mobile world we live in today really requires a marketing transformation to allow you to engage with customers throughout their journey
- …unfortunately today’s current state often still falls short because your customers expect you to connect the dots. They expect bridges between the physical and digital divide. Through thousands of engagements and primary research IBM has come to a very crisp definition of what customers expect today. Customers expect marketers to: Understand me in context. As a consumer, I want marketers to understand who I am, my relationship with the brand, where I am in the sales cycle. To understand – and even predict – what I want right now. And to recognize when I am struggling. For example, [insert your own story] I recently visited a retail Web site of a retailer for the first time and immediately saw a pop up to join the email list to gain a discount. Now, I am not going to sign up when I don’t know anything about the retailer, so I closed it. After browsing I decided to give them a try but the email registration offer never was presented again no matter what I did. So I abandoned my shopping cart because I was angry the offer wasn’t provided during the logical step of the sales cycle. Next your customer expects you to use that understanding of “me” in context to engage in personally rewarding ways For example, [insert your own story] when my friend Carol had a problem shopping on the Eddie Bauer site, she received a follow up offer. She was happy the company quickly and proactively owned up to the issue, and she was sure the generous size of the offer was due to her loyalty status And increasingly to provide me with opportunities to even participate in creating or customizing those experiences. Co-creation use cases today range from encouraging customers to create their own commercials for a product, to peer-to-peer customer service, to creating new products or customizing it by flavor or color, to being essential in the product itself like airbnb or uber. Suggested leave behind: IBM Marketing Solutions Overview: https://w3-connections.ibm.com/files/app#/file/ab1c299b-f710-480a-ab0f-de5d38e52627
- At the same time in order to deliver these types of customer experience, marketers want: timely insights to make better decisions that feed into continuous test and refine cycles increasing real-time personalization providing customers with interactions that feel in context – which, given the exploding use of mobile, often means in the moment Mobile usage is also accelerating the need to coordinate execution across multiple campaigns, channels and systems -- because many of these touch points are instantly visible in the palm of your hand
- The retail revenue for global telecoms is projected to grow at a CAGR of just 1.7 percent from 2012 to 2017. This revenue is mostly driven by mobile growth in emerging markets. Revenue growth for communications service providers (CSPs) has slowed dramatically in mature markets where rising mobile data revenues are barely offsetting declines in rates and revenues for voice services. Increasingly, empowered consumers are helping the over-the-top (OTT) competitors like Apple, Google, Amazon and the Facebook WhatsApp to divert a disproportionate share of new revenues away from CSPs. (IBM) According to a recent IDC report, the installed base of connected things will be 212 billion by the end of 2020. Operators’ long-term brand affinity with customers is also under threat, with large technology companies now consistently outscoring telcos in global brand surveys while fleet-footed OTT players continue to redefine customer expectations in new ways. (ernst and young 2014) The fact that many competitors, such as over-the-top (OTT) players, inherently function as digital organizations increases the urgency for CSPs to adapt. (Gartner 2014) Complex industry dynamics, compounded by competitive challenges from OTT service providers and the commoditization of traditional telecom services, are compelling CSPs to transform their capabilities and develop new core competencies. CSPs must act or face further disintermediation. (gartner 2014) Global operators’ revenues are stagnating, even as operating and capital expenditures are increasing. Meanwhile, the “over-the-top” (OTT) players — video, audio, and other services such as Netflix and Spotify that piggyback free on telecom systems — are gaining in number and popularity, making the traditional operators’ task that much more difficult. (PWC) Several major factors are creating deep changes in the telecommunications sector today, including: a) a shift in business and commercial telephones to VOIP (Voice Over Internet Protocol) services, that is, telephone via the Internet; b) a shift in residential and personal telephone use from wired services to wireless; c) intense competition between cable and wired services providers; d) soaring growth in the amount of data and video accessed via the Internet and over wireless devices for information and entertainment purposes of all types; and e) the continuing evolution of advanced wireless technologies, including more smartphones and wider availability of 3G services and 4G services. Simply put, a growing number of telecommunications service users prefer to make their phone calls, download data, view entertainment and otherwise access the Internet via smartphones and tablets, not fixed telephones or PCs plugged into the wall. Worldwide over-the-top TV and video revenue will reach $51.1 billion in 2020, nearly doubling the $26.0 billion expected in 2015, according to a new forecast. http://www.hollywoodreporter.com/news/global-ott-revenue-forecast-netflix-802417
- More than 50% of service providers say that multi-channel integration and service personalization were the two key areas of focus in the next 18 months (ovum 2014). More than half of consumers use social media as a source of information to evaluate CSPs and their products/services. (IBM 2014) 83 percent of the telecommunications CEOs interviewed for the most recent IBM CEO Study identified “customer insights” as the most critical investment area, compared to 73 percent of CEOs globally. Seventy-six percent aim to improve their understanding of individual customer needs, compared to 72 percent of the global sample. 81% have received advice about an upcoming purchase via a social site (IBM Telco White Paper – A call to action for telecommunications service providers) Only about 11 percent of telecommunications executives say their companies are substantially engaging customers through social media (IBM A call to action for telecommunications service providers)
- Less than half of consumers contact their CSP when they have a negative experience. (IBM 2014) 90% start considering competitive offers following a negative experience (IBM 2014) fewer than one fifth of consumers were identified as advocates for their CSPs. Our survey identified a surprising 60 percent of consumers as antagonists (IBM) On average, 58% of customers will switch brands when it’s time to replace their device (WDS) majority of customers – some 60% – are antagonistic toward their CSP 40% of subscribers have changed service providers in the last three years
- Organizations are sprinting to keep up and make the most of this shift, putting in place new processes, new agency relationships, and new technologies. We’ve found the typical marketer is using 10-15 different digital services – in addition to foundational services such as campaign management, customer databases, and more. Organizations have gotten good at solving specific challenges like providing a mobile app, improving email opens, and optimizing offers in a particular channel…
- IBM Marketing Solutions makes it easier for marketers to deliver the experiences customers want. Creating seamless, omni-channel experiences is not easy And Its not all about Technology – we also have skills across Analytics, Marketing, Merchandising & Commerce as well as Services to support clients
- IBM Marketing Solutions makes it easier for marketers to deliver the experiences customer crave by giving teams the ability to design, deliver and continually adjust customer engagement, all powered by analytics to achieve faster business results. IBM has made significant investments in tools and technologies to help businesses transform the way they are interacting with their customers and prospects. As we expanded and integrated our capabilities, we took a step back to revisit how marketer’s roles and processes have evolved and how we can best match the new way marketers work – making their lives easier and their marketing more effective. As a result we are introducing 3 industry-first solutions: First, because customer data integration between disparate systems is a huge challenge for the marketer, we are introducing the Universal Behavior Exchange. Universal Behavior Exchange provides services to connect customer IDs across all of your different systems. It allows these applications to both publish event data to the exchange and to subscribe to these events, enabling the seamless real-time exchange of data. This data can be used to dynamically personalize the messages and offers you present to your customers and prospects. This Exchange builds on the Digital Data Exchange we have in market today. Next, because marketers want to understand how their actions are impacting the buying cycle, last year we introduced a new Journey Analytics product. We are continuing to evolve that product, enhancing the ability of the marketer to better understand how your customers or groups of customers are progressing through the customer life cycle - acquisition, growth, loyalty and advocacy- and where they may be struggling. This year we are also introducing IBM Journey Designer, driven by our research on how marketers work. Journey Designer enables teams to collaborate and visually design customer experiences at the highest level, across all channels and marketing tactics. This new application leverages insights from Journey Analytics to create and tweak more effective customer journeys. Once a customer journey is created in Journey Designer, it can then automatically feed into your marketing execution systems such as IBM Silverpop Engage and IBM Campaign - to deliver integrated mobile, email, Web channel - and other online and offline - experiences
- Universal Behavior Exchange, Journey Analytics and Journey Designer connect not only with Marketing Solutions applications – including IBM Campaign and IBM Silverpop Engage – but also with those from partners and even competitors. The pace of innovation we talked about at the start of this presentation isn’t going to change but with Marketing Solutions what you can change is your ability and agility in putting that ecosystem to work for you to create compelling customer experiences that pay off for your business.
- These new applications can be used in conjunction with any of a full range of role-specific solutions. We continue to provide a flexible approach: you can start with any solution and grow according to your business’s needs over time. There are many more product innovations, integrations and enhancements across our solutions we can discuss in more detail as we dive into specific solution briefings.
- One the ways that we work with our clients to imagine the kind of customer experience they would like to deliver and identify the technology gaps that will make that a reality is Journey Mapping. Over the next 5 minutes or so, I’m going to walk through a sample journey in the Telco space that is based on our experience and enabled by IBM Marketing Solutions. This should give you feel for some typical use cases in this industry
- We tailor our solutions and recommendations to your business. We understand that success is not only about getting going quickly but also getting to real results quickly. And doing that in a way that meets specific KPIs today AND progresses you down your longer-term roadmap. The way you apply technology depends on: your brand promise to your customers your KPIs – are you focused on acquisition, retention, loyalty? Do you know how your current KPIs compare to industry standards? How to build a realistic business case for investing in specific solutions? These are all areas where IBM can help leveraging our primary research and experience in working with clients around the world your organization – Who manages customer data and intelligence? Who is the Voice of the Customer? What governance process do you have in place to ensure a holistic customer experience? Your strategy for marketing skills – Which skill do you have – or aspire to have in house? Which are provided by agencies? Or by other partners? At the end of the day the customer engagement solutions you choose need to fit the way you work – or the way you are driving your organization to change the way it works, to improve your marketing and business results. Events include: IBM Marketing Solutions Amplify event: http://www-01.ibm.com/software/events/amplify/index.html Digital Marketing Universities: http://www.silverpop.com/dmu2015/ #NewWayToEngage
- Telefonica Vivo Today the company executes 200 campaigns per month, coordinating and optimizing its outreach based on customer response. IBM solutions have provided greater scalability and precision in delivering millions of marketing SMS messages a day, and millions of emails and telemarketing calls a month to opt-in customers, up substantially from previous statistics. It also uses direct mail and interactive voice response initiatives, while other targeted interactions offer customers incentives to opt in to marketing Telefonica Vivo in Brazil are reaching beyond demographics and targeting segments with the right offers and getting tremendous results. They reach approximately 25 million customers/prospects each week through 80 campaigns with approximately 300 + segments in the 80 campaigns. For one campaign they are realizing over 10% conversions and increasing the lifetime value of their customer by 46 %. The campaign is for prepaid customers to convert them to post paid customers - increasing their relationship with the customer and their bottom line as well. To target this segment - they model which prepaid customers based on age, region, time of day usage / behaviors and other factors. Then they take that and combine it with a model of who is a low risk to make the offer to and segment out again for the have a propensity to buy. And, then one more factor comes in - how have these customers in this micro-segment interacted with them in the past - via SMS text or via the call center. From this they execute the campaign to these customers and have been able to convert more than 10% of them to post paid customers. Imagine getting a 10% conversion rate on a campaign - making a customer happy with the right plan for them through the next best offer - and delivering bottom line recurring revenue for Telefonica Vivo. Another example, the solution can preemptively contact customers that have recently exceed their allotted calling minutes and give them a discount for upgrading before going over again. Not only are marketing teams given virtually instant feedback on 200 campaigns per month and their impact on sales, they can even make mid-campaign adjustments, such as extending holiday offers or sending follow-up offers to a subscribers’ friends and family. Real Business Results Increased by 30 percent the revenue generated from direct marketing efforts Increased sales by 5x on days that campaigns are launched Increased by 70 percent the opt-in rate for customers who receive marketing messages through improved segmentation and targeting Reduced marketing campaign operating costs by 80 percent IBM® Unica® Campaign IBM® Unica® Optimize IBM® Unica® Marketing Operations IBM® Unica® Interact IBM® Unica® Detect http://www-03.ibm.com/software/businesscasestudies/at/de/corp?synkey=W444645P01446S09 http://www-935.ibm.com/services/multimedia/Telefonica_Vivo_case_study_ZZC03150USEN.pdf Vivo – a leading communication company in Brazil offers voice, text and web to nearly 60 million customers and in the process generates about 2 billion call records per day.
- Celcom is the largest mobile communications provider in Malaysia engages customers with personalized offers in context to drive sales. Celcom has over 190 million mobile subscribers and offers mobile services to over 1.6 billion people across 9 countries. The team at Celcom knows that mobile phone users are always looking for better plans and offers In this highly competitive market they are seeking to ensure customer retention and increase market share. They knew that understanding their customers as individuals had to start with data, and an overarching analytics approach that would give them new insights into their customers. Celcom then built a program on top of this new understanding, so that personalized offers can be delivered to their customers in real time. As an example, when they see prepaid customers with low weekend usage they engage personally with them – telling them ... “we noticed your weekend usage was low – good time to download your favorite music and earn bonus airtime.” This is a great example of creating personalized experiences for customers that are driven by data. The result is a win-win, happier and more loyal customers and campaign performance that improved by more than 70%. Benefits •Reduces new campaign launch time by more than 80 percent •Improves campaign performance by more than 70 percent, in turn increasing campaign ROI •Improves customer loyalty, increases ARPU and reduces churn through personalized campaigns and messaging http://www.ibm.com/smarterplanet/us/en/leadership/article/celcom.html Founded in 1988, Celcom Axiata Bhd. (Celcom) is a division of the Axiata group of companies and one of the first in Malaysia to obtain a cellular phone license and successfully introduce mobile telephony services. The company has more than 190 million mobile subscribers in Asia and offers mobile services covering more than 1.6 billion people across nine countries. Its core business remains prepaid and postpaid mobile voice services with rapidly growing mobile broadband, mobile commerce (m-commerce), enterprise solutions and bulk wholesale business segments.