Beyond transactions creating value through customer partnerships in telecommunications

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Beyond transactions creating value through customer partnerships in telecommunications

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Beyond transactions Creating value through customer partnerships in telecommunications An Economist Intelligence Unit white paper Sponsored by SAP Beyond transactions Creating value through customer partnerships in telecommunications Preface Beyond transactions: Creating value through customer partnerships in telecommunications is an Economist Intelligence Unit report sponsored by SAP The Economist Intelligence Unit bears sole responsibility for this report The Economist Intelligence Unit’s editorial team conducted the interviews and wrote the report The findings and views expressed in this report not necessarily reflect the views of the sponsor Dan Armstrong was the editor of the report and Dorian Benkoil as the author Mike Kenny was responsible for layout and design Our thanks are due to all of the executives who responded to the survey September 2009 © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Contents Introduction Key findings Conclusion Appendix 1: Overall survey results Appendix 2: Americas survey results 14 Appendix 3: Asia-Pacific survey results 19 Appendix 4: EMEA survey results 24 © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Introduction While battling the global recession, the telecoms sector has registered some positive results According to Gartner, a market research firm, global shipments of smartphones will increase by 27% to 177m units in 2009 There has been a corresponding rise in the sales of data services Yet the industry is not recession-proof IDC, another research firm, predicts that global handset sales will decline by 13% in 2009, as consumers become more reluctant to replace them during difficult economic times Mobile-phone penetration is at an all-time high But the pool of new customers in developed countries is shrinking Commoditisation has been an ongoing problem for telecoms firms Despite the proliferation of products, the distinctions among brands continue to erode as customers base purchasing decisions on price alone Indeed, according to a survey of telecoms firms conducted by the Economist Intelligence Unit, 67% of respondents agree with the statement, “Consumers view my organisation’s products and services more as commodities than five years ago.” In an effort to attract and retain customers in a shrinking customer base—and in a chaotic business environment—survey respondents say they are strengthening customer relationships and collaboration There is room for improvement, however, in their integration of marketing programmes and campaigns across multiple telecoms services, and in measuring and analysing customer behaviour About the survey In July 2009, the Economist Intelligence Unit surveyed 93 telecoms executives on the challenges of getting customer-facing departments to work together more consistently and effectively Survey respondents spanned the globe, with 32% from the Asia-Pacific region, 28% from the Americas and the rest from EMEA Annual revenues ranged from less than US$500m to more than US$10bn The level of seniority of respondents was high: 30% were C-level or board members, and another 21% were vice-presidents or heads of business units © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Key findings Confronting the challenge of commoditisation That 67% of respondents say their products are perceived by customers more as commodities than five years ago is perhaps the most striking finding from the survey data Consumers see little difference between brands and ultimately make purchasing decisions based on price The effect of commoditisation is a decrease in profitability and a higher premium on creating and promoting innovative design Declining prices require companies to increase the number of customers just to say in place The value of each customer increases, and customer retention becomes critical Survey respondents recognise this imperative: they consistently report that interactions with customers are critical to their organisations Sixty percent have developed stronger customer relationships in the past 12 months despite the recession, and 47% are more engaged in developing products or services collaboratively with customers Respondents’ organisations are also improving consistency and ease of accessing information throughout customer touch-points, with 52% improving online or self-service product support tools and 50% investing in self-service tools across multiple channels Forty percent are improving the search and navigational functions on their websites as well And most respondents are developing social media strategies to better monitor and interact with customers Measuring customer behaviour With competition growing, it is also critical for companies to focus on customer retention To this, according to survey respondents, telecoms firms most need to improve data-mining capabilities In an industry in which long-term contractual arrangements are common, 56% of survey respondents not have an accurate way to measure the lifetime value of customers, and only 36% say their organisation prioritises sales and marketing resources based on each customer’s lifetime value Respondents also cite cross-selling or upselling customers (36%) and targeting the right customers in order to close a high percentage of prospects (36%) as activities that require improvement at their organisation © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Do you agree or disagree with the following statements? (% of respondents who agree minus the % who disagree) Customers view my organisation’s products and services more as commodities now than five years ago Despite the recession, my organisation has greatly strengthened customer relationships over the past 12 months Compared to our competitors, my organisation’s customers are more loyal We are more engaged in developing products or services collaboratively with customers than we were 12 months ago My organisation has more flexibility than its competitors in pricing its products Our margins are higher than the margins of most of our competitors We are currently developing a social media strategy My organisation prioritises sales and marketing resources based on each customer’s lifetime value My organisation has an accurate way to estimate the lifetime value of customers In chosing to business with my organisation, price is the single most important factor most customers consider -40% -20% 0% 20% 40% 60% Source: Economist Intelligence Unit survey, July 2009 Integrating customer-facing activities In naming the biggest benefits of integrating their organisation’s sales, marketing and customer service activities, survey respondents cite making each unit aware of how the others have interacted with a given customer (39%) and developing and sharing a detailed picture of customers, behaviour and preferences (38%) as the top benefits Yet when asked which best described how their organisation’s sales, marketing and customer service operations access customer information, 54% of respondents say there are multiple repositories of loosely linked or unlinked customer information While telecoms firms may pay lip service to the goal of creating a single view of the customer, over one-half have not yet figured out how to it © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications In which of the following ways does your organisation empower its customers? (% respondents) Investing in self-service tools across multiple channels (eg, web, mobile devices, e-mail, point of sale) Improving online or self-service product support tools Improving usability, search and navigation of customer-facing websites Making prices and sales terms more transparent for easy comparability Building or supporting online customer communities 0% 20% 40% 60% Source: Economist Intelligence Unit survey, July 2009 How the three regions differ Telecoms companies in the three regions surveyed—Asia-Pacific, the Americas and EMEA—see their core strengths differently In the Americas, almost one-half of those surveyed cite innovation as the business’s core strength; in Asia-Pacific and EMEA, the key differentiators are seen as operational excellence and customer service Which of the following would provide the biggest benefits in integrating your organisation’s marketing, sales and service activities? (% respondents) Making each unit aware of how the others have interacted with a given customer Developing and sharing a detailed picture of customers, behaviour and preferences Prioritising resources directed towards customers by total value over life of customer Integrating customer tracking from lead through post-sales service Helping each function find and act on ways to support the others Measuring the probability that leads will turn into sales, and using these scores to guide sales Establishing common definitions, assumptions and data Presenting customers with a consistent picture of the organisation 0% 10% 20% 30% 40% 50% Source: Economist Intelligence Unit survey, July 2009 © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Core strengths of telecoms firms Product innovation Customer services Operational excellence EMEA In EMEA, customer service rules In the Americas, firms focus on innovation Americas Asia-Pacific Asia-Pacific firms stress operational excellence 0% 10% 20% 30% 40% 50% Source: Economist Intelligence Unit survey, July 2009 Asia-Pacific Asia-Pacific firms say that the biggest benefit from integrating customer-facing functions would be developing and sharing a detailed picture of customers and customer interactions Most Asia-Pacific firms cannot this now More so than in other regions, their customer knowledge is held in myriad databases—unlinked and loosely linked—around the organisation EMEA EMEA telecoms companies have lower margins and less pricing flexibility than firms in the other two regions They are most likely to say that their products are becoming commodities Perhaps for this reason, they are most likely to say that customer service is a core strength, most likely to emphasise such capabilities as measuring customer satisfaction and responding to customer complaints, and most likely to engage in collaborative product development with customers Americas Telecoms providers in the Americas cite their core strength in innovative products, and are least likely to say that their products are more commodity-like now than five years ago But they also are likely to say that their customers are price-sensitive and not particularly loyal More than firms in the other two regions, providers in the Americas focus on measuring the lifetime value of particular customers so that they can target resources towards and hold onto high-value customers © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Conclusion As telecoms services become more commoditised, it will become increasingly difficult for companies to keep brands distinct Without innovative breakthroughs, only superior management of customer relationships will enable telecoms companies to stand out Companies in this competitive sector need to: l Reduce the rate of customer churn With prices declining and the economy soft, the retention of customers becomes critical Companies need to improve their methods of gauging customer satisfaction; responding to customer demands or complaints; and integrating customer feedback into products or services l Integrate sales, marketing and customer-service operations In order to best serve existing customers, the ability to access data quickly and efficiently is critical With consistent execution both across channels and in customer-facing initiatives, firms will be able to deliver superior customer value, shorten sales cycles, increase margins and improve their competitive positions l Improve metrics Few survey respondents express any confidence that their companies can accurately measure the lifetime value of customers Telecoms companies, with their reliance on long-term service contracts, must take a methodical approach to measuring lifetime value This will enable companies to focus more clearly on—and devote precious resources to—the most worthy customers © Economist Intelligence Unit Limited 2009 Appendix Overall survey results Beyond transactions Creating value through customer partnerships in telecommunications Appendix: Overall survey results In your view, which of the following best represents the core strength of your overall business? Select only one (% respondents) Product innovation: First to market with groundbreaking new products or services 34 Operational excellence: Creating highly efficient processes 33 Customer service: Providing superior service to clients 29 Other Each of the organisation’s customer-facing departments influences the customer via different channels For each of the processes below, how closely your marketing, sales and customer service units work together? Please rate on a scale of to (% respondents) No coordination; units are completely separate Ad hoc coordination; not systematic or consistent Some procedures established, but not consistently followed Procedures established, regular interaction Broad, systematic and consistent integration of information and strategies Don’t know Generating, tracking and measuring leads 18 31 33 8 Developing and launching new products 10 31 34 17 Planning and executing campaigns 14 23 34 23 10 13 Analysing and segmenting customers 17 29 34 Gauging customer satisfaction 15 34 30 Measuring effectiveness of processes 20 38 25 Responding to customer demands or complaints 28 38 22 14 Incorporating customer feedback into products/services 18 31 30 Other 22 20 65 40 60 80 100 Economist Intelligence Unit 2009 Appendix Americas survey results Beyond transactions Creating value through customer partnerships in telecommunications Which of the following trends have had the greatest impact on your business over the past 12 months? Select up to three Which of the following product lines does your organisation offer? Select all that apply (% respondents) (% respondents) Global economic downturn Wireless data 50 Emergence of new competitors 65 Voice over IP 31 58 Changing customer requirements Wireless voice 31 58 Focusing on sustainability efforts Landline telephony 31 35 Disruptive technology developments Business internet (T1, T2, etc.) 27 31 Finding access to credit/capital Residential internet (eg, dial-up, ISDN, cable modem) 19 23 Emergence of new markets for our products and services In-home entertainment (TV, movies, etc.) 19 12 Accessing key components or resources through our supply chain Other 15 23 Significant demand shifts for our products/services Don’t know 15 Other Don’t know Which statement best describes how your organisation’s sales, marketing and customer service operations access customer information across the product lines selected in the previous question? In which of the following ways does your organisation empower its customers? Select all that apply (% respondents) (% respondents) There are multiple repositories of loosely linked customer information, depending on the business line or function Improving online or self-service product support tools 40 54 Building or supporting online customer communities 42 Making prices and sales terms more transparent for easy comparability 38 Improving usability, search and navigation of customer-facing websites 35 Investing in self-service tools across multiple channels (eg, web, mobile devices, e-mail, point of sale) 35 Other 16 Sales, marketing and customer service can access a common repository, but information on specific customers is not always available quickly and easily available 16 There are multiple repositories of customer information, and they are not linked 12 Other 0 Don’t know 19 16 Sales, marketing and customer service can access a central repository and quickly and easily see customer information when dealing with a specific customer Don’t know 16 Economist Intelligence Unit 2009 Appendix Americas survey results Beyond transactions Creating value through customer partnerships in telecommunications How well is your organisation able to integrate marketing programmes and campaigns across multiple telecom services? In which region are you personally based? (% respondents) (% respondents) North America 92 Seamlessly Latin America 12 Very well Asia-Pacific Somewhat 50 Eastern Europe Poorly Western Europe 19 Not at all 0 Middle East and Africa Don’t know 12 What is your company’s primary industry? (% respondents) How well is your organisation able to measure the effectiveness of such campaigns? (% respondents) Telecommunications 100 Precisely Very well 15 Somewhat 42 Poorly 27 Not at all Don’t know 12 Which of the following best describes your title? (% respondents) Board member CEO/President/Managing director 15 CFO/Treasurer/Comptroller CIO/Technology director Other C-level executive 12 SVP/VP/Director 19 Head of Business Unit Head of Department Manager 31 Other 17 Economist Intelligence Unit 2009 Appendix Americas survey results Beyond transactions Creating value through customer partnerships in telecommunications Who are your organisation’s primary customers? What are your organisation’s global annual revenues in US dollars? (% respondents) (% respondents) Business-to-business 42 $500m or less 38 $500m to $1bn 12 $1bn to $5bn 15 $5bn to $10bn 12 $10bn or more 23 Consumer/retail 15 Both 42 Which perspective—consumer/retail or business-to-business—are you sharing in this survey? What are your main functional roles? Please choose no more than three functions (% respondents) (% respondents) Business-to-business 55 Strategy and business development 42 General management Consumer/retail 45 31 Operations and production 27 Sales 23 IT 19 Finance 15 Marketing 12 Information and research 12 Risk R&D Customer service Procurement Legal Supply-chain management Human resources Other 18 Economist Intelligence Unit 2009 Appendix Asia-Pacific survey results Beyond transactions Creating value through customer partnerships in telecommunications Appendix: Asia-Pacific survey results In your view, which of the following best represents the core strength of your overall business? Select only one (% respondents) Operational excellence: Creating highly efficient processes 37 Product innovation: First to market with groundbreaking new products or services 33 Customer service: Providing superior service to clients 27 Other Each of the organisation’s customer-facing departments influences the customer via different channels For each of the processes below, how closely your marketing, sales and customer service units work together? Please rate on a scale of to (% respondents) No coordination; units are completely separate Ad hoc coordination; not systematic or consistent Some procedures established, but not consistently followed Procedures established, regular interaction Broad, systematic and consistent integration of information and strategies Don’t know Generating, tracking and measuring leads 23 27 33 10 13 Developing and launching new products 13 33 33 Planning and executing campaigns 7 21 45 21 14 Analysing and segmenting customers 10 10 30 43 Gauging customer satisfaction 14 45 28 Measuring effectiveness of processes 13 37 33 7 Responding to customer demands or complaints 23 37 27 17 Incorporating customer feedback into products/services 17 30 27 Other 14 19 43 20 40 14 60 29 80 100 Economist Intelligence Unit 2009 Appendix Asia-Pacific survey results Beyond transactions Creating value through customer partnerships in telecommunications Do you agree or disagree with the following statements? (% respondents) Agree Disagree Don’t know In chosing to business with my organisation, price is the single most important factor most customers consider 37 63 Compared to our competitors, my organisation’s customers are more loyal 60 20 20 My organisation has an accurate way to estimate the lifetime value of customers 34 52 14 My organisation prioritises sales and marketing resources based on each customer’s lifetime value 39 32 29 We are currently developing a social media strategy 29 39 32 My organisation has more flexibility than its competitors in pricing its products 64 29 18 Despite the recession, my organisation has greatly strengthened customer relationships over the past 12 months 75 We are more engaged in developing products or services collaboratively with customers than we were 12 months ago 34 41 24 Customers view my organisation’s products and services more as commodities now than five years ago 62 28 10 Our margins are higher than the margins of most of our competitors 45 20 41 40 60 In your view, which of your organisation’s activities are most in need of improvement? Select up to four (% respondents) 14 80 100 Which of the following would provide the biggest benefits in integrating your organisation’s marketing, sales and service activities? Select up to three (% respondents) Generating qualified leads 40 Targeting the right customers in order to close a high percentage of prospects Making each unit aware of how the others have interacted with a given customer 53 40 Cross-selling or upselling customers 37 Efficiently acquiring customers (eg, reducing the cost of sales) 30 Gathering customer intelligence in the course of providing service 30 Measuring/optimising effectiveness of marketing and promotional campaigns 27 Measuring customer satisfaction and loyalty 27 Providing a consistent customer experience 23 Building long-term relationships 20 Segmenting and profiling customers 17 Creating effective collateral 13 Maximising the number of repeat sales 13 Involving customers product/service development (eg, co-creation) 10 Ensuring that customer complaints are resolved quickly Developing and sharing a detailed picture of customers, behaviour and preferences 47 Integrating customer tracking from lead through post-sales service 33 Presenting customers with a consistent picture of the organisation 30 Prioritising resources directed towards customers by total value over life of customer 30 Helping each function find and act on ways to support the others 23 Establishing common definitions, assumptions and data 13 Measuring the probability that leads will turn into sales, and using these scores to guide sales 13 Our company sees no need to integrate our marketing, sales and service activities Other Don’t know/Not applicable Other Don’t know 20 Economist Intelligence Unit 2009 Appendix Asia-Pacific survey results Beyond transactions Creating value through customer partnerships in telecommunications Which of the following trends have had the greatest impact on your business over the past 12 months? Select up to three Which of the following product lines does your organisation offer? Select all that apply (% respondents) (% respondents) Global economic downturn Wireless voice 60 Emergence of new competitors 60 Wireless data 37 60 Changing customer requirements Business internet (T1, T2, etc.) 33 53 Disruptive technology developments Landline telephony 30 47 Significant demand shifts for our products/services Residential internet (eg, dial-up, ISDN, cable modem) 27 40 Finding access to credit/capital Voice over IP 10 40 Emergence of new markets for our products and services In-home entertainment (TV, movies, etc.) 10 23 Accessing key components or resources through our supply chain Other 10 17 Focusing on sustainability efforts Don’t know 10 Other 10 Don’t know Which statement best describes how your organisation’s sales, marketing and customer service operations access customer information across the product lines selected in the previous question? (% respondents) In which of the following ways does your organisation empower its customers? Select all that apply There are multiple repositories of loosely linked customer information, depending on the business line or function (% respondents) 43 Investing in self-service tools across multiple channels (eg, web, mobile devices, e-mail, point of sale) 50 Improving usability, search and navigation of customer-facing websites 47 Improving online or self-service product support tools 43 Sales, marketing and customer service can access a central repository and quickly and easily see customer information when dealing with a specific customer 20 Sales, marketing and customer service can access a common repository, but information on specific customers is not always available quickly and easily available Making prices and sales terms more transparent for easy comparability 43 Building or supporting online customer communities 20 There are multiple repositories of customer information, and they are not linked 17 23 Other 21 Other Don’t know Don’t know 0 Economist Intelligence Unit 2009 Appendix Asia-Pacific survey results Beyond transactions Creating value through customer partnerships in telecommunications How well is your organisation able to integrate marketing programmes and campaigns across multiple telecom services? In which region are you personally based? (% respondents) (% respondents) Asia-Pacific 100 Seamlessly Latin America Very well North America 21 Somewhat 62 Eastern Europe Poorly Western Europe Not at all Middle East and Africa Don’t know What is your company’s primary industry? (% respondents) How well is your organisation able to measure the effectiveness of such campaigns? (% respondents) Telecommunications Education Precisely 97 Very well 17 Somewhat 55 Poorly 21 Not at all Don’t know Which of the following best describes your title? (% respondents) Board member CEO/President/Managing director CFO/Treasurer/Comptroller CIO/Technology director Other C-level executive SVP/VP/Director 20 Head of Business Unit Head of Department 17 Manager 33 Other 22 Economist Intelligence Unit 2009 Appendix Asia-Pacific survey results Beyond transactions Creating value through customer partnerships in telecommunications Who are your organisation’s primary customers? What are your organisation’s global annual revenues in US dollars? (% respondents) (% respondents) Business-to-business 31 $500m or less 27 $500m to $1bn 13 $1bn to $5bn 20 $5bn to $10bn 30 $10bn or more 10 Consumer/retail 28 Both 41 Which perspective—consumer/retail or business-to-business—are you sharing in this survey? What are your main functional roles? Please choose no more than three functions (% respondents) (% respondents) Consumer/retail General management 43 Strategy and business development 83 Business-to-business 17 33 Marketing 23 Sales 17 IT 13 Customer service 10 Risk Operations and production Procurement Finance Information and research R&D Legal Supply-chain management Human resources Other 23 Economist Intelligence Unit 2009 Appendix EMEA survey results Beyond transactions Creating value through customer partnerships in telecommunications Appendix: Europe Middle East and Africa survey results In your view, which of the following best represents the core strength of your overall business? Select only one (% respondents) 35 Operational excellence: Creating highly efficient processes Customer service: Providing superior service to clients 32 Product innovation: First to market with groundbreaking new products or services Other 24 Each of the organisation’s customer-facing departments influences the customer via different channels For each of the processes below, how closely your marketing, sales and customer service units work together? Please rate on a scale of to (% respondents) No coordination; units are completely separate Ad hoc coordination; not systematic or consistent Some procedures established, but not consistently followed Procedures established, regular interaction Broad, systematic and consistent integration of information and strategies Don’t know Generating, tracking and measuring leads 14 32 43 5 Developing and launching new products 41 35 22 32 14 Planning and executing campaigns 16 22 30 Analysing and segmenting customers 24 27 32 Gauging customer satisfaction 16 35 41 Measuring effectiveness of processes 24 41 27 Responding to customer demands or complaints 3 30 46 19 14 Incorporating customer feedback into products/services 14 38 35 Other 29 24 20 71 40 60 80 100 Economist Intelligence Unit 2009 Appendix EMEA survey results Beyond transactions Creating value through customer partnerships in telecommunications Do you agree or disagree with the following statements? (% respondents) Agree Disagree Don’t know In chosing to business with my organisation, price is the single most important factor most customers consider 26 74 Compared to our competitors, my organisation’s customers are more loyal 60 23 17 My organisation has an accurate way to estimate the lifetime value of customers 29 60 11 My organisation prioritises sales and marketing resources based on each customer’s lifetime value 40 43 17 We are currently developing a social media strategy 41 38 21 My organisation has more flexibility than its competitors in pricing its products 43 49 Despite the recession, my organisation has greatly strengthened customer relationships over the past 12 months 66 23 11 We are more engaged in developing products or services collaboratively with customers than we were 12 months ago 57 34 Customers view my organisation’s products and services more as commodities now than five years ago 80 17 Our margins are higher than the margins of most of our competitors 37 20 46 40 60 In your view, which of your organisation’s activities are most in need of improvement? Select up to four (% respondents) 17 80 100 Which of the following would provide the biggest benefits in integrating your organisation’s marketing, sales and service activities? Select up to three (% respondents) Measuring/optimising effectiveness of marketing and promotional campaigns 41 Integrating customer tracking from lead through post-sales service Gathering customer intelligence in the course of providing service 38 38 Helping each function find and act on ways to support the others Cross-selling or upselling customers 38 35 Targeting the right customers in order to close a high percentage of prospects Prioritising resources directed towards customers by total value over life of customer 38 32 Establishing common definitions, assumptions and data Building long-term relationships 35 30 Efficiently acquiring customers (eg, reducing the cost of sales) 30 Ensuring that customer complaints are resolved quickly 30 Involving customers product/service development (eg, co-creation) 30 Generating qualified leads 24 Segmenting and profiling customers 24 Providing a consistent customer experience 22 Creating effective collateral 16 Maximising the number of repeat sales Measuring customer satisfaction and loyalty Making each unit aware of how the others have interacted with a given customer 35 Developing and sharing a detailed picture of customers, behaviour and preferences 30 Measuring the probability that leads will turn into sales, and using these scores to guide sales 30 Presenting customers with a consistent picture of the organisation 16 Our company sees no need to integrate our marketing, sales and service activities Other Don’t know/Not applicable Other Don’t know 25 Economist Intelligence Unit 2009 Appendix EMEA survey results Beyond transactions Creating value through customer partnerships in telecommunications Which of the following trends have had the greatest impact on your business over the past 12 months? Select up to three Which of the following product lines does your organisation offer? Select all that apply (% respondents) (% respondents) Global economic downturn Wireless data 65 Changing customer requirements 65 Voice over IP 49 57 Emergence of new competitors Wireless voice 43 54 Significant demand shifts for our products/services Business internet (T1, T2, etc.) 38 51 Finding access to credit/capital Residential internet (eg, dial-up, ISDN, cable modem) 19 43 Disruptive technology developments Landline telephony 16 41 Emergence of new markets for our products and services In-home entertainment (TV, movies, etc.) 14 30 Accessing key components or resources through our supply chain Other 16 Focusing on sustainability efforts Don’t know Other Don’t know Which statement best describes how your organisation’s sales, marketing and customer service operations access customer information across the product lines selected in the previous question? In which of the following ways does your organisation empower its customers? Select all that apply (% respondents) There are multiple repositories of loosely linked customer information, depending on the business line or function (% respondents) 41 Investing in self-service tools across multiple channels (eg, web, mobile devices, e-mail, point of sale) 59 Improving online or self-service product support tools 57 Improving usability, search and navigation of customer-facing websites 38 Building or supporting online customer communities 32 Making prices and sales terms more transparent for easy comparability 32 Other 30 Sales, marketing and customer service can access a central repository and quickly and easily see customer information when dealing with a specific customer 19 There are multiple repositories of customer information, and they are not linked 11 Other Don’t know 11 26 Sales, marketing and customer service can access a common repository, but information on specific customers is not always available quickly and easily available Don’t know Economist Intelligence Unit 2009 Appendix EMEA survey results Beyond transactions Creating value through customer partnerships in telecommunications How well is your organisation able to integrate marketing programmes and campaigns across multiple telecom services? In which region are you personally based? (% respondents) (% respondents) Western Europe 68 Seamlessly Middle East and Africa 19 Very well Eastern Europe 27 14 Somewhat 51 Asia-Pacific Poorly Latin America 16 Not at all 0 North America Don’t know 0 What is your company’s primary industry? (% respondents) How well is your organisation able to measure the effectiveness of such campaigns? (% respondents) Telecommunications IT and technology Precisely 97 Very well 16 Somewhat 65 Poorly Not at all Don’t know 11 Which of the following best describes your title? (% respondents) Board member CEO/President/Managing director 14 CFO/Treasurer/Comptroller CIO/Technology director Other C-level executive 14 SVP/VP/Director 14 Head of Business Unit Head of Department 16 Manager 22 Other 27 Economist Intelligence Unit 2009 Appendix EMEA survey results Beyond transactions Creating value through customer partnerships in telecommunications Who are your organisation’s primary customers? What are your organisation’s global annual revenues in US dollars? (% respondents) (% respondents) Business-to-business 38 $500m or less 38 $500m to $1bn 14 $1bn to $5bn 19 $5bn to $10bn 11 $10bn or more 19 Consumer/retail 24 Both 38 Which perspective—consumer/retail or business-to-business—are you sharing in this survey? What are your main functional roles? Please choose no more than three functions (% respondents) (% respondents) Consumer/retail Strategy and business development 46 Operations and production 64 Business-to-business 36 24 General management 22 Finance 22 Marketing 22 Sales 14 Information and research 11 R&D 11 Risk Procurement Legal IT Customer service Human resources Supply-chain management Other 28 Economist Intelligence Unit 2009 Cover image: Shutterstock Whilst every effort has been taken to verify the accuracy of this information, neither The Economist Intelligence Unit Ltd nor the sponsors of this report can accept any responsibility or liability for reliance by any person on this white paper or any of the information, opinions or conclusions set out in the white paper LONDON 26 Red Lion Square London WC1R 4HQ United Kingdom Tel: (44.20) 7576 8000 Fax: (44.20) 7576 8476 E-mail: london@eiu.com NEW YORK 111 West 57th Street New York NY 10019 United States Tel: (1.212) 554 0600 Fax: (1.212) 586 1181/2 E-mail: newyork@eiu.com HONG KONG 6001, Central Plaza 18 Harbour Road Wanchai Hong Kong Tel: (852) 2585 3888 Fax: (852) 2802 7638 E-mail: hongkong@eiu.com [...]... Measuring/optimising effectiveness of marketing and promotional campaigns 32 Gathering customer intelligence in the course of providing service 28 Building long-term relationships 27 Generating qualified leads 26 Involving customers product/service development (eg, co-creation) 22 Segmenting and profiling customers 20 Providing a consistent customer experience 20 Ensuring that customer complaints are... reducing the cost of sales) 46 Targeting the right customers in order to close a high percentage of prospects Prioritising resources directed towards customers by total value over life of customer 46 35 Integrating customer tracking from lead through post-sales service Cross-selling or upselling customers 38 35 Building long-term relationships 31 38 Creating effective collateral 27 Measuring/optimising... marketing and promotional campaigns 27 Ensuring that customer complaints are resolved quickly 23 Involving customers product/service development (eg, co-creation) 23 Segmenting and profiling customers 19 Providing a consistent customer experience 15 Generating qualified leads 12 Measuring customer satisfaction and loyalty 12 Gathering customer intelligence in the course of providing service 12 Maximising... Efficiently acquiring customers (eg, reducing the cost of sales) 30 Gathering customer intelligence in the course of providing service 30 Measuring/optimising effectiveness of marketing and promotional campaigns 27 Measuring customer satisfaction and loyalty 27 Providing a consistent customer experience 23 Building long-term relationships 20 Segmenting and profiling customers 17 Creating effective collateral... segmenting customers 3 24 27 32 Gauging customer satisfaction 16 35 41 Measuring effectiveness of processes 24 41 27 5 3 Responding to customer demands or complaints 3 3 30 46 19 0 14 0 Incorporating customer feedback into products/services 14 38 35 Other 29 0 24 20 71 40 60 80 100 Economist Intelligence Unit 2009 Appendix 4 EMEA survey results Beyond transactions Creating value through customer partnerships. .. quickly 20 Creating effective collateral 18 Measuring customer satisfaction and loyalty 14 Maximising the number of repeat sales 9 Developing and sharing a detailed picture of customers, behaviour and preferences 38 Prioritising resources directed towards customers by total value over life of customer 38 Integrating customer tracking from lead through post-sales service 37 Establishing common definitions,... processes 12 23 35 12 Responding to customer demands or complaints 12 31 27 19 12 12 12 Incorporating customer feedback into products/services 27 23 27 Other 11 0 14 89 20 40 60 80 100 Economist Intelligence Unit 2009 Appendix 2 Americas survey results Beyond transactions Creating value through customer partnerships in telecommunications Do you agree or disagree with the following statements? (% respondents)... provide the biggest benefits in integrating your organisation’s marketing, sales and service activities? Select up to three (% respondents) Measuring/optimising effectiveness of marketing and promotional campaigns 41 Integrating customer tracking from lead through post-sales service Gathering customer intelligence in the course of providing service 38 38 Helping each function find and act on ways to support... Cross-selling or upselling customers 38 35 Targeting the right customers in order to close a high percentage of prospects Prioritising resources directed towards customers by total value over life of customer 38 32 Establishing common definitions, assumptions and data Building long-term relationships 35 30 Efficiently acquiring customers (eg, reducing the cost of sales) 30 Ensuring that customer complaints... Maximising the number of repeat sales 13 Involving customers product/service development (eg, co-creation) 10 Ensuring that customer complaints are resolved quickly 7 Developing and sharing a detailed picture of customers, behaviour and preferences 47 Integrating customer tracking from lead through post-sales service 33 Presenting customers with a consistent picture of the organisation 30 Prioritising .. .Beyond transactions Creating value through customer partnerships in telecommunications Preface Beyond transactions: Creating value through customer partnerships in telecommunications. .. or heads of business units © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Key findings Confronting the challenge... survey results 24 © Economist Intelligence Unit Limited 2009 Beyond transactions Creating value through customer partnerships in telecommunications Introduction While battling the global recession,

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