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Customer Experience
Management in Telecoms
How to Increase
Profitability and Build
Brand Value Through
Enhanced Customer
Experience

www.cxnetwork.com

CEM in Telecoms: How to Increase Profitability and Build Brand Value Through Enhanced Customer Experience
About the author:

Chris Keogh is the Head of Client Service Management at eir Business, where he manages a team of 14 Service Managers
across the top 100 accounts and is the Business Leader for ISO20000 Service Management. Chris is currently managing the
development of a CEM programme, which will span 5 years in its delivery of a Customer First defining strategy within eir
Business.Chrishas over 15 years’ experience in the Telecoms industry ranging from Sales, Service Outsourcing to Managed
Service experience. He has worked for Coca-Cola, Siemens, Calyx and eir during his time and has specialised in Global Service
Strategy, Design and Implementation, CEM Strategy and ISO20K/ITIL Service Management implementation.

The shift to true customer experience
management within the telecoms
industry is not quick, simple or natural;
it is an evolution of the various DNA
cells that make up an organisation’s
customer experience. In this article we
explore the challenges to making this
a realisation and outline 3 key steps
to implementing an integrated CEM in
your telecoms organisation.
For telecoms providers, Customer Experience
Management (CEM) takes into consideration
aspects of service quality management, service
level agreement monitoring, service monitoring,
fault management, and performance management
and network planning. There needs to be financial
and cultural investment in service management if
it is to increase profitability and build brand value
through enhanced customer experience.
The telecoms industry is looking to focus on
customer experience to overcome price competition
and add more value to its services. The customer
requires services that enhance the utility of their
networking infrastructures and expect their service
providers to deliver solutions that reach well
beyond the traditional boundaries of traditional
network providers.
The competitor landscape in these segments is
extensive and includes traditional networking
companies, but also collaborators – such as Avaya,
Cisco, F5, Fortinet – and even systems integrators
like IBM or HP, with new entrants such as Google,
Amazon & Skype, Apple, WhatsApp and Wireless
operators.

A New Age of Challenges
Network convergence offers convenience and
flexibility. As network convergence evolves, major
challenges confront network support. Demand
for bandwidth increases as applications become
more sophisticated and users exchange data of
increasingly rich content; network resources can
become overwhelmed.
The Internet of Everything ecosystem is
complex and involves many participants, from

communications, electric/gas, healthcare,
automotive, security and other industries using
connected devices with sensors, modules and SIMs
to provide new solutions and services. There will be
all kinds of different devices, various connectivity
environments, M2M enablement platforms and
industry-specific M2M solutions involved. This
means more devices, transactions, services,
applications and connections.
These technology drivers bring the need for
standards that ensure seamless operation across a
multi-channel environment. There will be new types
of traffic and information that place previously
unknown demands on network hardware, operating
systems, and software and support resources.
This will drive the need for a new service
support platform that will allow for information
interconnection and
sharing between
Too simplistic
different systems across a view of
these complex networks customer
provisioned into a
experience
Unified Service View
management
for the organisation and can lead to its
customer.
failure.
Most telecoms organisations have assets in terms
of a network operations centre, but this data is
across multiple silos. Customer, product and other
information reside in CRM software, ERP systems,
MDM applications, legacy systems, shadow
systems and probably a few more data siloes,
including destinations outside the core organisation.
Integrating this data is a technical challenge.
Too simplistic a view of CEM can lead to its failure
by having investments that makes no impact on
a positive CEM experience. It can deliver a portal
without a unified view of the customer information
and their interactions with the organisation. It will
create poor insight and analysis due to there being
no collaboration of the wealth of data that exist in
current silos. It allows a continued focus on product
stacks rather that business service level customer
engagement. All this leads to a poor first contact
resolution of customer issues and queries.

Tackling the Challenges

www.cxnetwork.com

CEM in Telecoms: How to Increase Profitability and Build Brand Value Through Enhanced Customer Experience

These challenges can be overcome by an
investment in an organisation culture that drives
CEM through its people, process and systems.
The Integration of the silos of information will
allow analysis of service, customer or network
information to drive better and consistent customer
insight. This will also allow clear and concise
customer data to front line service agents to drive a
more rapid response to queries.
By ensuring investment in business tools you
can deliver a proactive and predictive service
engagement along all the components of a
customer’s service solution. This helps take the
first steps towards a positive CEM implementation
which is complex and never simple.

Key Steps to Implement an Integrated
CEM
There are three key steps to implementing an
integrated CEM in your telecoms organisation:
1) technology enablement to provide integration of
the data silos;
2) analytics to provide access to key data along
with insight to develop products and solutions to
meet demand; and
3) cultural change to empower employees and
customers to deliver a consistently high quality
service.
1. Ensuring Integration With Technology
Enablement
You can select specific tools and vendors based on
the need to address an immediate issue. Although
this approach satisfies a short term need, it often
leads to amass tools that overlap in capability,
which fail to integrate and that place a burden on
IT to maintain, as new versions become available.
So for CEM to work within the IT function of an
organisation you have to think integration. You
should view the toolset as a key component of an
integrated supply chain which delivers effective
CEM.
In most cases, the tool environment used in day-today work is a suite of tools from several different
vendors. When you select a strategic toolset,
remember to consider the tools and the integrations
available. If you have to build or buy missing
integrations, the cost of the overall strategic tool
architecture can increase substantially and will
ultimately fail to deliver CEM. When you select a
strategic toolset, also remember that the successful
introduction of any toolset goes beyond the cost of
the tools.

Look for a transformation partner, not simply a
technology provider. The first step is to remove the
complacency of the organisation to stay with the
current state of things. Most organisational change
initiatives fail at this step and the adoption of a
strategic toolset is no different. The second step is
to generate short-term wins. Belief in a CEM vision
does not last forever; evidence that the introduction
of a strategic toolset delivers tangible results is the
only way to ensure that people stay committed to
make the changes.
Organisations are running hundreds of applications,
each in its own box; draw a picture of how many
lines need to be drawn to connect those boxes and
it’s one big scrambled brain cramp. When one app
needs to be changed, every connection to that app
must change which ensures that development and
maintenance costs can be high.
Middleware creates a layer between applications.
This receives the data of many application
sources, translates it, and then sends it on its
merry way to a new presentation layer e.g. data
warehouse, CRM
tool or a self-service
CEM is a longportal. The middleware term strategy
now holds a potential
with the aim of
wealth of information
transforming the
from previous silos of
business to be
application data, thereby more customernot only allowing
centric.
presentation into a
single presentation pane
but building a growing big data warehouse to be
explored and exploited to an organisation’s benefit.
2. Accessing Key Data With Analytics
In order to drive effective CEM we must understand
the customer’s experience of the organisation and
its services.
CEM is a long-term strategy with the aim of
transforming the business to be less networkcentric and more customer-centric. This is achieved
by combining data sets in the network with
service and customer contextual data, which yields
improvements in customer satisfaction and strong
revenue growth.
This will enable a unified business service level
view to create the ability within the organisation to
be able to mine the necessary data sources in order
to provide supporting information on customer
usage and behaviour analysis; insights into how the
organisation can retain, grow existing customers,

www.cxnetwork.com

CEM in Telecoms: How to Increase Profitability and Build Brand Value Through Enhanced Customer Experience

and help to direct relevant services and resources
to customers to improve their customer experience.
This allows a shift from Reactive – Proactive
– Predictive service engagement. It will allow
patterns to help shape products and services of
the future both short and long term. The correlated
data is a building block to a self-service portal.
A big data predictive analytics solution can help
reduce firsst line customer incidents and allow
accuracy in predicting customer incidents within
the next service period. Customers buy solutions to
enhance their internal services or solve problems
to avoid risk. Analytics will identify unsolicited
revenue opportunities through enhancements or
fixes to potential risks.
Good data is the foundation for making smart
decisions. Managing and implementing
infrastructure for this data may require some time
and effort, people, processes and technology. An
organisation will need a dedicated analytics team
that understands the business objectives and
understands what analytics can do, and that have
the technical skills who can implement analytical
tools.
In order for analysis to be of any value to an
organisation it must first have data quality
management in place. A partnership between the
business and technology groups is essential for
any data quality management, as the business is
responsible for establishing the business rules that
govern the data input and quality.
3. Changing the Organisational Culture
The delivery of CEM must be viewed as a way of
life within an organisation, not just an additional
KPI. This means engraining it into the culture of the
organisation so that CEM just becomes business
as usual. The organisation at C-level will identify
the higher purpose of the organisation and the
behaviours required to consistently achieve this. It
also means looking at the systems, processes
and leadership in place to sustain a culture of CEM

excellence.
The number of interactions between customers and
employees is infinite, and the chances to get things
wrong or right are innumerable. The only change
of ensuring a higher success rate of getting these
interactions right is to develop a shared cultural
understanding of what needs to be done and why.
With a great company culture, employees will act
consistently. Their motivation will come from within
and reinforced by all of
those around them.
The shift to

true customer
To build an
organisational culture experience
management is
that supports CEM
not quick, simple
excellence you will
or natural.
need to set the core
values and behaviours
to achieve these;
review your hiring criteria, training, and ensure that
you’re constantly checking in that all is being done
to support the culture you’re working to build.
Complexity to Simplicity to Value

The shift to true customer experience management
is not quick, simple or natural; it is an evolution
of the various DNA cells that make up an
organisations customer experience. It is telecoms
organisations’ version of open heart surgery under
a local anaesthetic.
However, it’s important to be brave as the
investment in the complexity will lead to the
outcome of simplicity in CEM that will be
sustainable for the lifetime of the organisation.
Customers will have a willingness to purchase
more, be reluctant to switch suppliers and become
a promoter for your organisation and its services
– all showing that the attention to detail in the
complexity can deliver simple cost effective
additional revenue to an organisation by making it a
differentiated leader in telecoms.

CX Network is an online resource providing value-rich content such as customer experience management
trends, best practice, latest industry news, interviews with CX leaders and so much more! Our focus on the
content that matters to customer experience leaders most, allows us to cut through the white noise that
surrounds this ever-changing subject, and makes us the primary resource for CX executives to turn to.

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