Minimising Mobile Churn

• Understand why customers churn in the first place and what measures you can implement to prevent it
• Discover how to tackle churn both in terms of business processes (refining customer care, loyalty schemes and customer segmentation and personalisation) and through the use of available software solutions
• Empower your organisation with a sophisticated understanding of the customer base, developing retention strategies and loyalty programmes for pre and post-paid subscribers
• Benefit from an exclusive new survey of industry professionals’ opinions on key trends in CRM and churn
• Learn from real-life case studies how the major players in the market are dealing with churn and benchmark your performance against them
• Profit from valuable recommendations as to how operators should adapt their strategies for the future.

• What are the key factors governing subscriber churn?
• What are the costs and causes of churn?
• What are the benefits of a mobile community approach?
• What do operators need to achieve optimal network intelligence?
• How do you influence your customers to recommend you to others?
• Does loyalty exist in today’s market?
• What are the key elements of creating and influencing loyalty?
• Is the quality of customer service important in reducing costs?
• Is self-service the way forward?
• What is the impact of mobile number portability and other pull factors?
• What is the influence of spam, privacy and data protection regulations?

EXECUTIVE SUMMARY

Figure 1: Total global average monthly blended churn

Figure 2: Does churn still represent a growing problem for mobile operators?

Figure 3: Have overall levels of churn increased or decreased in the last two years?

Defining the market landscape

The role of customer satisfaction

Figure 4: Most important aspects of customer care

Managing the customer experience

Designing the customer experience

Defining churn

Defining customer retention and loyalty schemes

Customer-relationship management is not (just) technology

Key issues and trends in improving customer service

Bridging the gap between customer expectations and customer experience

Figure 5: Respondents’ views on the primary reason for churn among mobile subscribers

Consumer dynamics

Device management to monitor customer experience and reduce churn

Niche targeting for customer intimacy

Community focus

Contact centres and business-process outsourcing

Regulatory concerns

Customer satisfaction measurement approaches

Customer value system

Measuring and justifying the investment

Quality of service and experience assessment

Customer profitability and segmentation

The intelligence of the network

Detailed customer segmentation and profiling

Developing and managing effective customer segmentation models

Prepaid segmentation

The CRM solutions spectrum

Figure 6: Which three of the following factors do you perceive as the greatest challenges in CRM today and in 2007?

Churn prevention and loyalty strategies

Figure 7: Acceptable annual churn, as a percentage of total subscribers

Churn prevention strategies

Figure 8: Which department should be most responsible for managing churn?

Figure 9: Has your company implemented a churn reduction strategy in the last two years?

Reward schemes to achieve customer loyalty and reduce churn

Fighting churn by fostering loyalty

Figure 10: Impact of loyalty schemes on retaining customers

Types of loyalty schemes

Customer loyalty programmes

Prepaid loyalty and churn strategies

Figure 11: Monthly prepaid churn

Loyalty schemes for prepaid

Loyalty and retention drivers

Prepaid churn

Strategic challenges and opportunities

Revenue-generating opportunities

Environmental factors

CHAPTER 1 DEFINING THE MARKET LANDSCAPE

1.1 Introduction

1.2 The role of customer satisfaction

Figure 1.1: Service provider satisfaction index scores: prepaid segment

Figure 1.2: Customer satisfaction factor weights: prepaid segment

Figure 1.3: Service provider satisfaction index scores: contract segment

Figure 1.4: Customer satisfaction factor weights: contract segment

1.2.1 Understanding today’s consumer perceptions

1.2.2 Customer satisfaction and quality-of-service (QoS) benchmarks set by the NRAs

1.2.2.1 The Customer Service Guarantee (CSG)

1.2.2.2 India’s NRA case study

Figure 1.5: Parameters for cellular/mobile services

1.3 Defining customer-centricity

1.3.1 The customer as a financial asset

1.3.2 Key functions of ‘customer-centricity’

1.4 Defining customer expectations

1.4.1 Consumer demands continue to grow

1.4.2 Handsets design, technology and price

1.4.3 Network services (service plans, tariffs, customer service, billing, call quality)

Figure 1.6: Varying end-user experiences

1.4.4 Brand image

Figure 1.7: Boost card promotion

Figure 1.8: Boost online-help promotion

1.4.5 Impediments to adoption

1.5 Defining customer experience

1.6 Managing the customer experience

Figure 1.9: Value generation

Figure 1.10: Virgin Mobile promotions offering more than products and services

1.7 Designing the customer experience

Figure 1.11: How customer experience is constructed

1.7.1 People

1.7.2 Product

1.7.3 Presentation

1.7.4 Processes

1.7.5 Pricing

1.8 Defining churn

Figure 1.12: Measurement of churn

Figure 1.13: Customer churn by mobile telecommunications businesses

1.8.1 The dilemma of measuring churn

1.8.2 Causes of churn

1.8.3 Types of churn

1.8.3.1 Reasons for voluntary churn

1.8.3.2 Reasons for involuntary churn

1.8.4 Costs of customer churn

Figure 1.14: Estimated churn and total service revenues: UK 2000-2006

Figure 1.15: Illustrative churn impact per year

Figure 1.16: Does churn represent a growing problem for mobile operators?

1.8.5 Churn in different market segments

Figure 1.17: Churn drivers for customer segments

1.8.5.1 Prepaid churn

1.8.5.2 Corporate churn

1.9 Defining customer retention and loyalty schemes

1.10 Customer-relationship management: not (just) technology

CHAPTER 2 KEY ISSUES AND TRENDS IN IMPROVING CUSTOMER SERVICE

2.1 Bridging the gap between customer expectations and customer experience

2.1.1 The challenge of exploding interaction channels

2.1.2 Optimise customer care and network intelligence

2.1.3 Implement a customer-intelligence strategy

Figure 2.1: Customer intelligence strategy

2.1.3.1 Data availability

2.1.4 Customer intelligence tools and techniques

Figure 2.2: Multi-dimensional exploratory marketing to build ad-hoc solutions

Figure 2.3: Customer classification based on real data

Figure 2.4: Subscriber-profiles recognition

2.1.4.1 Alpha User vs. Early Adopter

2.1.4.2 Social networks and word-of-mouth marketing

2.1.4.3 Omega Users and social-network-based personalisation to increase sales

2.1.4.4 Social networks: a new marketing tool?

Figure 2.5: Marketing influence 30% vs. WOM influence 70%

2.1.4.5 Viral marketing

2.1.4.6 Customer lifetime value

Figure 2.6: Methodology to calculate past and future monetary value

Figure 2.7: Complaint-handling process

2.1.4.7 Integrating customer value and campaign management tools with the billing system

Figure 2.8: Using the billing system for campaign management

2.1.4.8 Drip marketing

Figure 2.9: Sunrise’s contact strategy

2.1.5 Multichannel realtime feedback consolidation

Figure 2.10: Customer-feedback sources

Figure 2.11: Channel preferences of consumers during the customer-activity cycle

2.2 Consumer dynamics

2.2.1 Product, service and brand leadership

2.3 Device management to monitor the customer experience and reduce churn

2.3.1 Secure device content

2.3.2 Unmanaged handsets increase customer care costs

2.4 Niche targeting to achieve customer intimacy

2.4.1 Customer intimacy

Figure 2.12: The world of extremes - a polarizing marketplace

2.4.2 The value of focusing on niche markets

2.4.3 Potential pitfalls in niche marketing

2.5 Community focus

2.5.1 The benefits of creating mobile communities

Figure 2.13: Top six postpaid-subscriber-acquisition costs, March 2006

2.5.2 Targeting consumer demographics

2.5.2.1 Corporate sector

Figure 2.14: Four main market opportunities

2.5.2.2 Youth market

2.5.2.3 Teenagers

2.5.2.4 Mobile sports

2.5.2.5 Hispanic market

Figure 2.15: Demographics of mobile TV subscribers, wireless and non-subscribers (US)

2.5.2.6 Female market

2.5.2.7 Senior consumers

Figure 2.16: Vodafone Simply: Sagem VS1 and Sagem VS2

2.6 Contact centres and business process outsourcing (BPO)

2.6.1 Latest industry trends and challenges

Figure 2.17: Outsourced contract announcements, by product and operator type

2.7 Regulatory concerns

2.7.1 The influence of privacy and data protection regulations

2.7.2 SMS spam control

CHAPTER 3 CUSTOMER SATISFACTION MEASUREMENT APPROACHES

3.1 Customer value system

Figure 3.1: Defining customer values

3.1.1 Voice of the customer

3.1.2 What drives customer value?

Figure 3.2: Operator approaches to customer value

3.1.3 Understanding the value drivers per profile

Figure 3.3: Establishing customer value

Figure 3.4: Sample of segmentation

3.1.4 Overall customer satisfaction improves financial performance

Figure 3.5: Increasing customer satisfaction 1% improves cash flow by US$55 million

3.1.4.1 Customer service

3.1.4.2 Retailing

Figure 3.6: Overall retail sales index rankings

3.1.4.3 Handset and brand image

Figure 3.7: Wireless-handset customer satisfaction index weights: 2005

Figure 3.8: Industry opinion - most-likely influencers of handset branding in 2010

3.1.4.4 Cost of services and customer behaviour

Figure 3.9: Operations costs

3.2 Expenses

3.2.1 Overhead expense

3.2.2 Network expense

3.2.2.1 Mobile network expense

3.2.2.2 Interconnect transport expense

3.2.3 Billing and customer care expense

3.2.3.1 Billing call-record process expense

3.2.3.2 Billing invoice-processing expense

3.2.3.3 Customer care expense

3.2.3.4 Collections and past-due expense

3.2.3.5 Sales and marketing expense

3.2.3.6 Billing issues

Figure 3.10: Customer-satisfaction index billing-attribute weights: US 2005

3.3 KPIs and customer value ties

Figure 3.11: Operational KPIs’ impact on financial KPIs

3.3.1 Measuring and justifying the investment

3.3.2 Hard vs. soft ROI metrics

3.3.3 Achieving short-term ROI with hard metrics such as AHT (average handle time)

3.3.4 Justifying the investment

3.4 Quality-of-service assessment

3.5 Quality-of-experience assessment

CHAPTER 4 CUSTOMER PROFITABILITY AND SEGMENTATION

4.1 The intelligence of the network

4.1.1 Making innovative use of the vast amount of customer data

4.1.2 Churn-prediction models

4.2 Detailed customer segmentation and profiling

4.2.1 Segmentation and market saturation

4.2.2 Developing and managing effective customer-segmentation models

Figure 4.1: Different approaches to segmenting the customer base

Figure 4.2: Segmentation - the observation of the customer base

Figure 4.3: Customer typology - the understanding of the customer base

Figure 4.4: Overview of customer types

Figure 4.5: Matrix of customer types and profitability strategy

4.2.3 Prepaid segmentation

4.2.3.1 Segmentation identification for prepaid

Figure 4.6: Age analysis forecast

Figure 4.7: Connex Romania’s five customer segments

Figure 4.8: Youth prepaid tariff implementations

Figure 4.9: Key characteristics of four segments identified by T-Mobile Croatia

Figure 4.10: Tunisiana’s residential segmentation

4.2.3.2 Youth segment (age 12 to 24)

Figure 4.11: Mobile phone ownership among US teens, by age, 2002 and 2004

Figure 4.12: Average Monthly Youth Mobile Spend 2004-2006

4.3 The CRM-solutions spectrum

Figure 4.13: CRM contract announcements

Figure 4.14: CRM/BSS component modules

4.3.1 A common information model

Figure 4.15: CRM strategy

4.3.1.1 Customer-relationship process

Figure 4.16 Stages in the relationship process

4.3.1.2 Personalisation as a churn-reduction tool

4.3.1.3 Event monitoring/feedback and complaint management

4.3.1.4 Channel management and conflict

4.3.1.5 Predictive modelling

4.3.2 CRM technology

4.3.2.1 Legacy systems

4.3.2.2 Replacement, integration and convergence

4.3.2.3 Storage capacity and software tools

4.3.2.4 Campaign-management software

4.3.2.5 Data warehousing/mining/visualisation and realtime scoring software

4.3.2.6 Reporting software

CHAPTER 5 CHURN PREVENTION AND LOYALTY STRATEGIES

5.1 Churn prevention strategies

Figure 5.1 Churn reduction must be viewed as a strategic-management issue

5.1.1 Involuntary churn due to bad debt

5.1.1.1 Level of debt write-off

5.1.1.2 Internal attitudes to bad debt

5.1.1.3 Collection techniques

5.1.2 Involuntary churn due to fraud

5.1.2.1 Technical fraud

5.1.2.2 Subscription fraud

5.1.3 Voluntary churn due to pricing and tariffs

5.1.3.1 Competition and regulatory drivers

5.1.3.2 Handset subsidies

Figure 5.2: Review of the Finnish mobile market

Figure 5.3: Elisa’s churn levels

Figure 5.4: Example prices for Elisa’s different packages

Figure 5.5: Vodafone Group total subscriber-acquisition costs

Figure 5.6: Vodafone Group total retention costs

Figure 5.7: Prepaid churn rates in subsidised and unsubsidised markets

Figure 5.8: Global subscriber-acquisition costs (US$)

Figure 5.9: Guide to handset prices and subsidies within each market

5.1.3.3 Cheap call charges

Figure 5.10: Likelihood of US households to switch mobile operators, by discount amount and operator (as a percentage of respondents)

5.1.4 Voluntary churn due to poor customer service

5.1.4.1 How consumers view customer service

Figure 5.11: How to make customers churn

5.1.4.2 Recognising dissatisfaction

5.1.5 Voluntary churn due to network problems

5.1.5.1 Network coverage

5.1.5.2 Network congestion

5.1.6 Voluntary churn due to competing technologies

Figure 5.12: Singapore mobile SAC and monthly churn

5.1.7 Churn due to contract conditions

Figure 5.13: Australian mobile SAC and monthly churn (in US$)

5.2 Reward schemes to achieve customer loyalty and reduce churn

5.2.1 Fighting churn by fostering loyalty

5.2.1.1 Acquisition

5.2.1.2 Activation

Figure 5.14: Risk/Revenue Matrix

5.2.1.3 Retention/save

5.2.1.4 Cross-sell/up-sell

5.2.1.5 Advocacy

Figure 5.15: Direct and indirect effects of loyalty

5.2.1.6 Proximus loyalty case study

Figure 5.16: Proximus annualised blended churn rate of registered SIM cards

Figure 5.17: Proximus Business Rewards programme threshold value

5.2.2 Customer loyalty in today’s mobile market

Figure 5.18: Is customer loyalty extinct?

Figure 5.19: Brand Keys customer loyalty leaders

Figure 5.20 Focus in the mobile industry

Figure 5.21: Integrated data management for personalised dialogue and campaigns

5.2.3 Types of loyalty schemes

Figure 5.22: 101 Loyalty combinations

5.2.4 Key elements to create and influence customer loyalty

Figure 5.23: How much of an impact do loyalty schemes have on retaining customers?

Figure 5.24: Do you have a loyalty scheme for contract customers ?

Figure 5.25: Do you have a prepaid loyalty scheme?

5.2.5 Programme Design Principles

Figure 5.26: What different types of loyalty programmes do you offer?

Figure 5.27: Key success factors for a loyalty programme

CHAPTER 6 PREPAID LOYALTY AND CHURN STRATEGIES

6.1 Loyalty schemes

Figure 6.1: Do you have a prepaid loyalty sceme?

6.1.1 Types of loyalty schemes for prepaid

Figure 6.2: Types of reward-based systems

Figure 6.3: Prepaid loyalty scheme rewards

Figure 6.4: Orange Romania prepaid call bonuses

Figure 6.5: Orange Romania recharge-value bonuses

6.1.2 Implementation frequency of loyalty schemes

6.1.3 Frequency of loyalty awards

Figure. 6.6: DiGi’s reward scheme

6.1.4 Loyalty clubs

6.1.4.1 T-Mobile Croatia’s Simpa+ club

Figure 6.7: T-Mobile Croatia Simpa+ club points matrix

6.1.4.2 Telstra’s Blue Lounge

Figure 6.8: Telstra’s Goals for Blue Lounge Loyalty Youth Portal

6.1.4.3 Sunrise’s prontomax

6.1.5 The prepaid customer lifecycle and impact of loyalty schemes

Figure 6.9: Customer relation lifecycle and contact management

6.2 Retention

Figure 6.10: Prepaid customer lifecycle

6.3 Loyalty and retention drivers

6.3.1 Handsets

Figure 6.11: Handsets as churn drivers in different segments

6.3.1.1 Vodafone Germany’s churn prevention initiative

6.3.1.2 Optimus Portugal’s Zero Cost campaign

6.3.1.3 T-Mobile Croatia’s handset upgrade promotion

6.3.2 Use of SMS

6.3.3 Recharge bonuses

6.3.3.1 Mobilkom Austria’s recharge promotions

6.3.3.2 Telstra’s recharge bonus targets high-ARPU users…

6.3.3.3 … while Cellcom targets ‘light’ users

6.3.3.4 Vodafone Ireland’s recharge bonus

6.4 Acquisition

6.4.1 Activation bonuses

6.4.2 Referral schemes

6.5 Registration incentives

6.6 Key communication factors for prepaid loyalty programmes

6.7 Improving the prepaid proposition

6.8 Designing and implementing cost-effective loyalty programmes for prepaid customers

6.9 Prepaid churn

Figure 6.12: Behaviour traffic-light model for prepaid-recharge analysis

CHAPTER 7 CASE STUDIES

Figure 7.1: UK retail stores’ market share

Figure 7.2: Tesco product sample

Figure 7.3: DNA typing of Tesco product

Figure 7.4: Tesco’s sources of customer insight

Figure 7.5: Tesco’s image of customers

Figure 7.6: Tesco’s communication strategy

7.1 MVNO case studies

7.1.1 Tesco Mobile: tariff simplicity

Figure 7.7: Tesco Mobile

7.1.2 Virgin Mobile

Figure 7.8: Virgin Mobile brand differentiation

Figure 7.9: Virgin Mobile brand values/touchpoints

7.1.3 Saunalahti

7.2 Operator case studies

7.2.1 O2 UK Human Touch

7.2.1.1 Improving realtime customer information

7.2.1.2 Improved results and the way forward

7.2.3 Kyivstar

Figure 7.10: Ukraine customer base/market share March 2006

7.2.3.1 Kyivstar’s churn-reduction strategies

Figure 7.11: Kyivstar churn levels 2004-2006

Figure 7.12: Kyivstar’s churn-reduction strategies

7.2.3.2 Kyivstar’s customer-retention strategies

7.2.3.3 Results

7.2.3.4 Efficient interactions with subscribers

7.2.3.5 Conclusions

7.2.4 Idea Cellular

7.2.4.1 Products and services

Figure 7.13: Idea’s products and services

7.2.5 T-Mobile UK

7.2.5.1 U-Fix

Figure 7.14: U-Fix price plans

7.2.6 Orange

7.2.6.1 Orange Wednesdays

Figure 7.15: Orange Wednesdays promotion

Figure 7.16: How Orange Wednesdays works

7.2.6.2 Flytxt’s technology

Figure 7.17: GPRS terminal for Orange Wednesdays transactions

7.2.6.3 How the idea was born

7.2.6.4 What Orange wanted to achieve

7.2.6.5 Immediate short term-impact

7.2.6.6 Overall results

7.2.6.7 Primary challenges and solutions

7.2.6.8 Conclusions

7.2.7 Hutchison 3G (UK)

7.2.7.1 WePay

Figure 7.18: Prepaid as a percentage of total subscriptions in the UK

7.2.8 Orange Romania

7.2.9 Sweden’s Tele2

Conclusions

7.3 China Mobile Peoples Telephone Company

7.3.1 Using customer satisfaction as a key differentiator

7.3.2 Loyalty programmes and retention strategies

7.3.3 Segmentation strategies

7.3.4 Investments in self-service

Conclusions

7.4 T-Mobile USA

7.4.1 Honesty strategy

7.4.1.1 The results

7.5 Sunrise

7.5.1 CRM Model Case Study

7.5.1.2 Sunrise’s CRM model at a glance

7.5.1.3 The challenges

7.5.1.4 The results

7.6 Elisa

7.6.1 The war for market share

7.6.2 Influence of price competition and mobile number portability

7.6.3 Elisa’s discount and premium brand differentiation

7.6.4 Elisa’s differentiated retention strategy

7.6.5.1 The results

CHAPTER 8 STRATEGIC CHALLENGES AND OPPORTUNITIES

8.1 Revenue-generating opportunities

8.1.1 How to eliminate obstacles

8.1.1.1 Measure

8.1.1.2 Study

8.1.1.3 Optimise

8.1.1.4 Repeat

8.2 Environmental factors

Figure 8.1: SPIN analysis

Figure 8.2: Segmentation methods for effective customer development

8.3 Keys to prolonging episodes of customer emotional commitment

8.3.1 Strategy formulation

8.3.2 Partner management

8.3.3 Back-office support

8.3.4 Touchpoint management

8.4 Roadmaps and value chains

8.4.1 Roadmap to customer intimacy

Figure 8.3: Customer-relationship process

8.4.2 Roadmap to customer loyalty

Figure 8.4: The touchpoint roadmap

Figure 8.5: The loyalty connection

8.4.3 The mobile value chain and mobile marketing-strategy network

Figure 8.6: The current mobile ecosystem

Figure 8.7: Mobile marketing ecosystem (strategic network)

8.5 Influence your customers to recommend you to others

Figure 8.8: Growth by word of mouth

CHAPTER 9 INDUSTRY SURVEY, ANALYSIS & CHURN DATA

9.1 Overview of survey

9.1.1 Aims and methodology

9.1.2 Company analysis and geographical breakdown of respondents

9.1.2.1 Company characteristics

Figure 9.1: Respondents by industry sector

9.1.2.2 Geographical characteristics

Figure 9.2: Geographical breakdown of respondents

9.2 Answers to survey questions

9.2.1 Is churn as a growing problem?

Figure 9.3: Does churn still represent a growing problem for mobile operators?

9.2.2 What is an acceptable level of churn?

Figure 9.4: Acceptable annual customer churn figure as a percentage of total subscribers

9.2.3 Perception of current mobile churn levels

Figure 9.5: Have overall levels of churn increased or decreased in the last two years?

9.2.4 The impact of MNP on churn

9.2.5 Reasons for subscriber churn

Figure 9.6: Respondents’ views on the primary reason for churn among mobile subscribers

9.2.6 Why do operators need to reduce churn?

Figure 9.7: Most important driver for operators to reduce churn in their business

9.3 Survey responses to questions for operators only

9.3.1 Current churn levels

Figure 9.8: What is your monthly prepaid churn?

Figure 9.9: What is your monthly postpaid churn?

9.3.2 Customer satisfaction

Figure 9.10: Overall, how would your customers rate their level of service and product satisfaction?

9.3.3 Customer care

Figure 9.11: What is the most important aspect of customer care?

9.3.4 Impact of loyalty schemes on retaining customers

Figure 9.12: How much of an impact do loyalty schemes have on retaining customers?

9.3.5 Responsibility for managing churn

Figure 9.13: Which department should have most responsibility for managing churn?

Figure 9.14: Operator respondents by job function

9.3.6 Have operators taken steps to combat churn?

Figure 9.15: Has your company implemented a churn-reduction strategy in the last two years?

9.3.7 Use of consultancies in churn-management projects

Figure 9.16: Has your company used consultants in your churn-reduction project?

9.3.8 Use of software solutions in churn-management projects

Figure 9.17: Has your company implemented software solutions to target churn?

Figure 9.18: What kind of software has your company invested in?

9.3.9 Return on investment

Figure 9.19: Expected time for ROI on churn projects

9.4 Defining CRM: questions for operators and vendors

9.4.1 Scope of CRM

Figure 9.20: Which functions do you perceive as coming with the scope of CRM?

9.4.2 Most-important CRM functions

9.4.3 CRM within the company

Figure 9.21: How is responsibility for customer care divided?

Figure 9.22: CRM functions handled by a specialist team

9.4.4 Current and future problems in CRM

Figure 9.23: Which three of the following factors do you perceive as the greatest challenges in CRM today and in 2007?

Figure 9.24: Which department has prime responsibility for purchasing CRM systems?

9.4.5 CRM systems: questions for operators only

Figure 9.25: Do you have specialist CRM systems in place?

Figure 9.26: Operators’ plans to purchase CRM solutions

9.5 Survey responses to questions for vendors only

Figure 9.27: Vendor participants’ roles within their companies

9.5.1 Geographic spread of vendor respondents

Figure 9.28: Where vendor respondents are based

9.5.2 The CRM market

Figure 9.29: Vendors’ current and planned solutions

9.6 Survey conclusions

9.7 Churn data

Figure 9.30: Blended (prepaid and postpaid) churn data 2004-2005 (%)

Figure 9.31: Postpaid churn data (%)

Figure 9.32: Prepaid churn data (%)

CHAPTER 10 CONCLUSIONS AND RECOMMENDATIONS

10.1 Customer insights

10.2 Recommendations for putting the customer first

1. Create a customer experience governance model

2. Improve customer knowledge through analytical tools and techniques

3. Constantly educate and empower the consumer

4. Customer-centricity should play a fundamental role in the company culture

5. Senior management must be involved in the customer-centric strategy

6. Accountability at all levels and across all departments

7. Customer satisfaction tracking and measurement

8. Visible customer service processes and representatives

9. Regular staff training and education

10. Simple recognition and reward systems

10.3 Market trends

10.4 Strategic recommendations for churn reduction