Didik Suwanto of Indonesian telco Indosat Ooredoo is the company’s Acting Group Head of Customer Care and Telesales within its digital transformation and strategic project. He’ll be talking at TM Forum Live! Asia about managing the digital transformation of the customer experience.
Indonesian telcos have waged a tariff war in the country for about ten years now. It has some of the cheapest tariffs in the world, and now there is almost no opportunity for telcos to decrease tariffs any further.
And so, to remain relevant in one of the most difficult industries in which to compete, the current big trend for operators is to focus on ‘customer experience’, and the digital customer experience in particular. All operators now want to become the one with the best digital customer experience to succeed in this new chapter of fierce competition. So, what do they need to consider when planning and implementing such a transformation?
Any organization focusing on the digital care experience should concentrate on the following essential elements:
- provide customer care channels that are always available, with no delays in responding;
- record and maintain accurate customer documentation;
- minimize back-and-forths between the customer and the company; and
- lessen the risk of losing customers because of poor interactions.
To do this, they should consider offering better service channels in place of the call centers that have been around for decades; channels which include email, web chat and social media, where customers can reach operators in an instant. However, it is important to note that if you’re thinking of adopting such new channels, call centers are not now suddenly devoid of value. They remain the preferred care channel so should still be a huge consideration in crafting your customers’ digital care journeys.
Migration and measurements
Migrating customers over to digital care channels can be either a soft migration where the customer is gradually onboarded onto digital, or a hard migration where the customer is onboarded in one fell swoop. A soft migration will obviously need more effort, for example, promotions or incentives for customers to use these alternative digital channels, while a hard migration, while quick and easy, risks upsetting customers who can no longer use the channels that they want to or are used to, risking a downward slope on the customer satisfaction index.
When the company evaluates its priorities and decides to implement a hard migration (sometimes also combined with the soft) it’s a massive change that requires the whole company to understand, agree and support. It’s possible that after a hard migration, customers can complain, which could cause employees or departments to start losing confidence and possibly even negatively challenge each other. This kind of unrest has to be anticipated and planned for well in advance.
For both types of migration, performance progress will need to be measured and monitored to gauge success, and to look for and gaps that need to be filled and issues that need to be fixed. Factors for monitoring and measuring include expenditure, platform availability and reliability, and process implementation. Another such factor is monitoring the overall business itself including any related changes that are happening or that need to happen, and then considering any necessary reorganization and rationalization. This is a top-level strategic consideration which will require the closest attention and influence all the other factors being monitored (including how they’re monitored, and whether they even still need to be).
Book you place now for TM Forum Live! Asia in Singapore next month.