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The trick to delivering personalised experiences is using this knowledge to offer something that taps into our emotions rather than asking us to buy their products and services.
Deren Sakarya, ETIYA
Sponsored by:
The experience-driven economy: how should telcos lead the charge?
It may seem strange that companies that excel at providing digital experiences have become better at providing personalised services than those that customers can deal with face-to-face in stores or via a call center.
This is the reality of today's hyper-connected economy. Customers get personalised services and experiences from digital brands because every interaction — clicks, voice commands, app navigation, or smart device usage — generates data. This data reveals something about us as our likes and dislikes, our preferences and habits, our friends and family members and of the times and dates that mark out our lives. Companies use these insights to predict the products and services we might want.
Digital natives like Netflix and Uber dominate the experience economy by transforming every click, swipe, and interaction into hyper-personalised moments—leveraging real-time data to anticipate needs, not just react to them.
The key to delivering personalised experiences lies in tapping into emotions rather than pushing products. In the experience-driven economy, companies don't sell products and services; they sell experiences. In the experience-driven economy, companies sell experiences—emotional, physical, or intellectual—not just services. A company that sells personal experiences doesn't have to worry about segmentation because each customer represents a segment.
Telecom operators are already a vital part of the experience economy — and their role is only becoming more significant. With their vast customer reach, real-time data, and service agility, they are uniquely positioned to deliver connectivity and meaningful digital experiences. Shifting from traditional models to experience-led ones opens doors to growth, deeper relationships, and competitive differentiation.
From transactions to relationships: The telco opportunity
The primary challenge for telcos isn't merely driving digital adoption—it's creating a seamless, intelligent ecosystem across all touchpoints.
Many telcos have seen success encouraging customers to use digital apps for many tasks — checking balances, topping up, or paying bills. But for complex needs—billing inquiries, upgrades, or new plans—customers still rely on stores or call centers. These interactions remain transactional, lacking personalisation.
So, how can operators turn these transactions into relationships? By leveraging customer data. Telcos have long used data to optimise networks, reduce churn, and target campaigns. The next step is applying these insights to deliver real-time, personalised experiences.
By deepening how they apply customer insights — not just to know the customer, but to actively support, guide, and engage them — operators can make digital channels feel as human and helpful as in-store or contact center interactions.
Imagine a telco that anticipates customers unspoken needs.
These aren’t campaigns; they’re contextual experiences powered by AI, blending network data, behaviour, and partner ecosystems.
Turbocharging data with AI and modern BSS
To deliver such experiences, CSPs must harness AI and modern Business Support Systems (BSS).
A modern BSS is founded on principles of openness, composability, and real-time experiences to unlock its value. By adopting cloud-native architectures, CSPs can innovate faster—launching products, services, and promotions without costly customisation.
For example:
The path forward: AI as a differentiator
Telecom stands at an inflection point. In a saturated market, where services are often seen as utilities, AI-driven experiences are the key to loyalty and retention.
The technology exists today. What’s needed is the vision to deploy it—placing customers at the center of every strategy.
