TM Forum - CEM and M2M
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The document discusses applying principles from customer experience management (CEM) to the emerging machine-to-machine (M2M) market. It introduces Aricent as an innovation services company and outlines their global expertise. The presentation then defines CEM, discussing both in-service and out-of-service experiences, before examining four aspects (functional, economical, accessible, emotional) that impact customer experience. It proposes evolving CEM approaches for M2M by shifting from reactive to proactive, correlation to causation, status checks to value-added services, and inward to outward focus. Brainstorming questions consider how to apply these shifts to improve M2M network value for customers and differentiate offerings through CEM methods
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TM Forum - CEM and M2M
- 1. Accelerating M2M Revenues Using CEM Principles Aricent November 10, 2011
- 2. Presenters Tom Wise VP, Carrier Solutions Anthony Amato VP, Carrier Consulting Tom Lybarger AVP, Engineering Adam Richardson AVP, Marketing 2
- 3. Intensive Challenge Can we apply methods from next gen Customer Experience Management to the emerging M2M market? 3
- 4. INNOVATION SERVICES FOR THE CONNECTED WORLD We are a global innovation and technology services company that helps companies create, commercialize, and evolve products and services enabled by communications technologies. 4
- 5. Innovation on a global scale ~10,000 employees High flexibility in Expert teams Accelerated innovation 33 offices deploying designers and based on client’s cycles engineers requirements 4 continents 5
- 6. Work across the connected ecosystem Carriers, equipment manufacturers, device makers, consumer products & services Traditional communications Communications ecosystem Connectivity-enabled products 6
- 7. So what is Customer Experience? In-service Out of service 7
- 8. Questions How do you define CEM? What are some great customer experiences you’ve personally had? What made them great? 8
- 9. “Customer experience is dependent on many moving parts within the operator’s organ- ization and it occurs in real time.” Source: Heavy Reading Services Software Insider, Beyond CRM: Customer Experience Management, February 2010 9
- 10. Four Service Aspects and Their Impact on Customer Experience 10
- 11. Functional: Can you hear me now? How well does the service meet a subscriber’s needs
- 12. Economical: “Is it a necessity or luxury?” What value does the subscriber assign to the service?
- 13. Accessible: “I need directions to the nearest hospital” How easily can a subscriber access the service – whenever needed?
- 14. Emotional: “Why is poor service remembered?” How does the subscriber feel about the service?
- 15. How can we more consistently deliver better customer experiences? 15
- 16. The Evolution of CEM THEN NOW Reactive Pro-active Correlation Causation Status Checks Value Added Look Inward Look Outward 16
- 17. The Evolution of CEM THEN NOW CanReactive these four transformations we apply Pro-active in CEM approaches to M2M? Correlation Causation Status Checks Value Added Look Inward Look Outward 17
- 18. But first… What the heck is M2M? 18
- 19. 2008 Date when the number of connected devices exceeded the human population 50 billion Number of devices in 2020 19
- 20. 20
- 21. Brainstorming Questions Can we apply these four shifts in CEM approaches to M2M? How might they improve the value of M2M networks to your customers? Can you use CEM methods to differentiate your M2M offering? 21
- 22. 22
- 23. Share Out 23
- 25. Thank you 25
Notes de l'éditeur
- The topic of Customer Experience Management is not new. The focus of this webinar is the “In Service” customer experience – which we will be explaining in more detail and an approach for creating an operations environment that supports CEM and improvement of the experience. Most importantly we will include measurement of what the subscriber sees – what they experience while accessing and using various services with different devices. But as this alone is also not sufficient for a total CEM solution, I will also discuss some of the existing approaches for CEM and the relationship to existing solutions and what part they play in a Holistic approach.
- Our clients face intense pressure to innovate more effectively and efficiently to build meaningful relationships with their customers in the new connected world. The Aricent Group provides a unique portfolio of innovations services to address these needs, covering all stages of the product development process:we envision what’s possible, translating emerging trends and technologies into viable product and services concepts for our clientswe rapidly prototype, create, and commercialize new products and serviceswe test, support, and sustain products and entire product lines, and we provide systems integration services to optimize back end systems and operations
- We have more than 10,000 employees at 33 locations worldwide. Besides our HQ in New Jersey, we have teams in development centers, design studios, and sales offices on all continents, both in low-cost locations and innovation clusters. Our global presence keeps us up-to-date with emerging local consumer and technology trends. It also provides us with close proximity to our clients and gives us a high degree of flexibility in deploying designers and engineers to quickly scale projects based on our clients’ specific requirements.This enables the accelerated innovation cycles they are looking for.
- Many definitions – not going to go into here. For our purposes we want to separate those that are not part of the actual use of the service, i.e. “Out of Service”, and those that are directly related to using the service. So issues like marketing, pricing, billing problems, and customer service are not part of what we are proposing to measure and monitor. They have their methods for measuring brand awareness, NPS, bill accuracy, CRM and customer service experience.We are focusing on how to measure the experience when a subscriber is actively trying to access services – even when they are not able to connect to the network. Within this space there are several points available to measure, each providing valuable information to the network and services, and even the experience. We want to take this beyond measurements within the network, but also add information when a subscriber is roaming, when they cannot access the network, and further details when they are able to use the services.
- Transformation is a large effort and cost for service providers – so why do it? The second biggest reason for BSS and OSS transformation is to improve customer experience. Customer Experience is defined and delivered across an organization, but the systems and processes that measure and monitor customer experience must play a central role in helping to adjust and improve the experience. Having the best design (think Apple iPhone) with a poor network (???) leave subscribers with a poor experience. They may remain loyal to the device, but seek a better experience with another provider (see migration from AT&T to Verizon for iPhone users)
- Another way to slice it is to look at the service – does it provide the function desired, accessible when needed, at the right price and does it create an emotion? Failure in any of these four aspects, no matter how successful in providing the other three, will lead to a poor experience.
- Does the subscriber get all of the functionality they desire from the service. Every subscriber will have a different set of requirements with differing evaluation criteria. Lacking a particular feature may detract from the experience. Measuring this as an “in-service” aspect is difficult if possible at all, and needs to be tracked through market research and other feedback mechanisms.
- Obviously this varies by market, and often within markets. This is another aspect of customer experience that is not part of the “in-service” measurement, but obviously a key factor in determining market strategy and competitive direction.
- This is clearly one of the key “in-service” parameters – accessible services when required. A subscriber wants to be able to make a voice call when needed – indeed at any time. Even at large events (soccer, football, cricket, etc.) a subscriber expects to be able to use the range of services – particularly in times of emergency.But how to measure the accessibility – particularly when many measurements today examine data and voice traffic – which assume a subscriber has access to the service. How many subscribers are not able to send a text, make a call or check the latest scores from another game/match?I often have issues with this at an NFL game – but does my service provider know? What if I would pay a premium at those events –do most subscribers even understand why they cannot send a picture or send a text? What is there experience when the person next to them is able to do all of these things – with a different carrier’s service
- I think we all remember times of very poor service – and it tends to drive our decisions for a very long time. A single event can destroy years of good will and exceptional service. Detecting times of poor or unavailable service – and proactively notifying or communicating with subscribers – can avoid the long-term damage, possibly even enhance the relationship. Does involving a subscriber in improving service give them a stake in making the service better?