Customer Centricity

Meeting the demands of the liquid customer

Accenture’s GP Singh will chair a discussion with representatives from Indosat Ooredoo, Singtel, Telekom Indonesia, Telecom Malaysia and UXP Systems on omnichannel success at TM Forum Live! Asia on Wednesday. The panelists will also discuss the sequence of activities required to affect omnichannel, and the real business case for this transformation. Read on for some of his insights before the panel gathers.

The business of managing telco customers has changed. It’s no longer a connectivity game. Expectations set high by digital natives have become liquid, continuously shifting across products, experience and perception.

This is now spilling into the service provider realm. Whether consumers are anticipating hyper-personalized digital services or enterprise application offerings, delivery needs are unconditionally ‘omni-digital’ these days.

To dispense true omni-digital, telcos need to think differently. The traditional means of minutes and SMS provision will not work for this. They will need to consider significant pivots on technology, operating and business models to keep up with digital customer demand:

  • Provisioning, once the purview of IT and network, will need to move into the hands of the consumer through cloud-based self-service to set up and launch personal applications and services.
  • Data and analytics will need to sit at the core of the telco business as a cognitive platform, informing, anticipating and personalizing the services consumers want and need.
  • Open platforms and APIs will be required to enable new partners to enrich core telco products and experiences. The pace of innovation cannot be matched by traditional telcos alone and will need an ecosystem of innovators and market makers.
  • Fulfillment channels will need to become a seamless mix of online and offline, with user journey management starting much before the website or store visit, with intelligent offer design and promotion across all the consumers’ ecosystems.

How telcos go about this is really the more important question. Some have set up separate digital entities, driving digital omnichannel pilots from the outside and building up a portfolio before flipping the business. They’ve done this as changing the DNA of the core business is not an easy or commercially viable task.

Others have started inside the organization, overhauling operating systems and processes through automation and building decoupled innovation platforms that avoid a tie to legacy IT before going to market in new and innovative ways. Some are even challenging vendors, embedding in requests for proposal key questions that beg the answer to delivering omnichannel capabilities around how to transform customer experience, increase loyalty and drive revenues.

With the rise of the liquid customer and their exacting demands around how, where, when and what digital needs are satisfied, telcos must place an omni-digital strategy at the heart of telco transformation programs. Only when the CSPs have the capability to know, understand, anticipate, shape and deliver to the digital consumer, will the role of telcos in this new digital age be secured.

 

 



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About The Author

Managing Director, Communications Media and Technology Consulting Lead, ASEAN - Accenture

GP leads Accenture’s Management Consulting business for its Communications, Media & Technology group in ASEAN. He has over 17 years of experience in the communications, media and technology industries across Asia Pacific and the Middle East and has led multiple strategy, consulting and operational P&L assignments over the course of his career. Having previously held roles at Bharti Airtel, MobileOne, Singtel and Booz & Co. (now Strategy& PwC), GP’s expertise lies in telecoms and media strategy, analysis of markets, pricing & yield management, digital transformation and partnership development. He has worked in high growth start-up environments, in more saturated and developed markets as well as in resource deficient not-for-profit setups. GP is also actively engaged with the Asian start-up ecosystem as an investor and advisor. A regular public speaker and moderator, GP has brought his learnings to multiple startup forums, industry conferences and corporate events.

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