Overcoming the Challenges of Customer Care & CRM for Converged Services & 3G

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Overcoming the Challenges of Customer Care
& CRM for Converged Services & 3G

Presenter

Cheng
-
Kian
Khor



Senior Solutions Manager


Communications & Media Industry


Oracle Corporation (Asia
-
Pacific)


Email

cheng.kian.khor@oracle.com






Venue

Hanoi, Vietnam


Date

14 December 2005


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Agenda


Introduction


Convergence and 3G: New customer care and CRM challenges


Achieving a holistic, 360 degree view of the customer


Leveraging convergence for revenue growth through bundling,
personalization and intelligent cross
-
sell / upsell


Differentiated customer strategies based on segmentation & analytics


Increasing customer satisfaction & manage spiralling support costs
through advanced helpdesk and support functionality



Conclusion



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Introduction

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Oracle in the Communications Industry

Telecom Providers who are users of Oracle Applications include:



16 of Asia Pacific's top 20 mobile operators


9 out of 10 Asia Pacific top fixed line operators


8 of Asia Pacific's top 10 service providers


Telecom Providers using Oracle’s CRM solutions include:


Wireless

Wireline

Converged

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Telco Market Evolution Model

Coverage & Quality


Network coverage


Quality of Service

Billing & Customer Care


Creative Billing Plans


Improve Customer Service Levels

Flexible Service Delivery


Product & Services Differentiation


Shorten Time to Market


Customer focussed offerings

Maturity

Competitive Frontier

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Getting Personal; Is it important?


Satisfied Customer Management can increase 5% in EBITDA over 3 years


Product Differentiation

Economies of scale

Consolidation through

1
-
2 mergers

Customer Lifetime

Management

Cost Reduction

Widespread uptake of

data services

Decline in churn independent

of carrier’s actions

Segmentation strategy

Uptake of bundled products

7
-
8

8

5
-
7

5

5

4

2

2

<2

Performance improvement lever

Potential increase% in EBITDA margin for Telco carrier

Source: Deutsche Bank, Morgan Stanley, McKinsey Analysis

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Convergence and 3G: New Customer care
and CRM Challenges

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Communications Industry CRM Challenges


Growing market share in the face of increasing domestic and international
competition


Reducing time to market for new products and services


Profiling and segmenting your most valuable customers


Driving revenue growth through cross
-
sell and up
-
sell


Stimulate long term usage, loyalty and fight churn


Building a flexible and extensible IT architecture


Ensuring profitability through lean operations and low total cost of ownership
(TCO)

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Customer Care and CRM Challenges of
Convergence (“Triple Play”) and 3G


Fragmented customer identity and inconsistent customer view across systems



Silo’ed product and network platforms



Tailoring and differentiating service for different customer segments



Equipping the helpdesk and support infrastructure to handle the complexities of 3G /
Smartphone and convergent (“Triple Play”) service requests and fault resolution



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3 Key Business Requirements


Does your current CRM and customer care solution allow you to to deliver on 3 Key
Business requirements?

Deliver Converged

Service

Personalized Service

Offering

360 Degree

Customer View

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Getting Personal: Telco Customer Management
gets a Wake
-
up Call


Have you ever called your telco’s customer service rep to subscribe to a wireless or
broadband service for a first
-
hand assessment of customer experience? Oracle has!


In June 2005, Oracle, together with IDC, conducted an
Anonymous Customer
Survey

of 59 leading telecommunications providers in Asia
-
Pacific.


Through web channel, phone and email interactions, these telco’s were contacted by
anonymous callers to determine how well telcos were able to deliver on key business
requirements and best practices.


The results show that telcos in Asia Pacific have yet to achieve the full benefits of
customer management implementations.


Key Findings include:

-
Consistent customer data across channels is the missing link

-
Convergence is not just “bill stapling”

-
Billing account relationship models remain inflexible

-
Capturing customer’s information is crucial



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Getting Personal: Telco Customer Management
gets a Wake
-
up Call


Have you ever called your telco’s customer service rep to subscribe to a wireless or
broadband service for a first
-
hand assessment of customer experience? Oracle has!


In June 2005, Oracle, together with IDC, conducted an
Anonymous Customer
Survey

of 59 leading telecommunications providers in Asia
-
Pacific.


Through web channel, phone and email interactions, these telco’s were contacted by
anonymous callers to determine how well telcos were able to deliver on key business
requirements and best practices.


The results show that telcos in Asia Pacific have yet to achieve the full benefits of
customer management implementations.


Key Findings include:

-
Consistent customer data across channels is the missing link

-
Convergence is not just “bill stapling”

-
Billing account relationship models remain inflexible

-
Capturing customer’s information is crucial



Selected Anonymous Customer Survey Findings:



26% of wireless operator & 29% of PSTN/Broadband operators retain a single
customer identity through different line of products & services



18% of wireless operators support web channel



0.8% of wireless are able to refer to previous email interaction when followed up
through the call center



15% of wireless & 16% of PSTN/Broadband Operators provide guided selling based
on captured customer profile



27% of wireless & 19% of PSTN/Broadband operators proactively recommend
cross/up sell based on the sustomer’s service selection

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Overcoming the Challenges of Customer Care and
CRM for Convergence and 3G


Achieving a holistic view of the customer through 360 Degree View & Customer Hub


Leveraging convergence for revenue growth through bundling, personalization and
intelligent cross
-
sell / upsell


Differentiated customer strategies based on segmentation & analytics


Increasing customer satisfaction and managing support costs through advanced
helpdesk, fault resolution and support functionality



Deliver Converged

Service

Personalized Service

Offering

360 Degree

Customer View

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Achieving a holistic, 360 degree view of the
customer


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Fragmented Customer Identity


IDC / Oracle Anonymous Customer Survey:

26% of wireless operator & 29% of
PSTN/Broadband operator

retains single customer identity through different line of
products & services


Multiple customer identity


Unable to recognize customer as a “Single holistic customer”


PSTN &

Broadband

Call Canter

Wireless

Call Center

Customer

Customer

Where Am I?

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Achieving a 360 Degree Customer View

Multiple Organizations

Consumer

Wireline

Business Voice

& Data

Consumer

Wireless

PeopleSoft CRM for
Communications

360
°

View

Multiple Roles

Consumer

Corporate VP


Purchasing

Consumer

One Entity

Ted Pepper


Wireless voice


Wireless data


LD & Local


DSL


Internet Services

Disparate OSS


Toll Free voice


LD & Local


ATM, Frame


IP Services


Etc…


Consolidated view across OSS


Eliminate multiple green screens


Support convergent bundling


Understand total customer value


Flexible account management

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GBI Telekom

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Global CRM platform for integrated sales, support, marketing, and customer service


Manager rapid growth of customer base: zero to one million customers in 18 months


Support


Sales


Marketing


Telemarketing


Order Capture


Configurator


Cust Behavior Modeling


Mobile Sales


Case Study: A Global Mobile Service Provider

Need:

Solution:


Peoplesoft CRM


Significantly improved customer satisfaction while reducing support and
maintenance costs.


Customer information, including billing, service, product, payment, credit, and
collection, is pulled into the system. No information sits outside the CRM
system, which is used as the hub for the entire architecture


Analytics to measure the customer experience, such as how long to resolve a
case, call waiting times, and abandoned calls.


First Call Resolution up from 30% to 70%


Average Call Handling Time (CHT) reduced 21%

Results:

“…Peoplesoft CRM puts the customer at the heart of everything (we do)…by providing a
centralised source of customer information, offering customers the right product at the right
time and in the right way…aimed to create an environment that empowered our customer
service advisors, so they could better meet the needs of our rapidly
-
growing customer base.“







-

Chief Technical Officer

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Central model for entire trading community


Support for B2C, B2B and B2B2C


Single representation of each entity


Record of third
-
party relationships


Mechanisms for keeping data clean


Integration to legacy and 3
rd

party systems


Integration with third
-
party content providers

The Need for a

Customer Hub


A single source of truth for customer data. Used to consolidate
operational customer data, cleanse it, enhance it, and connect it to the
enterprise.


Revenue

# of Employees

DUNS #

Credit Rating

US$ 1.1M

20,000

1234

A

21,000

B

US$ 1.1M

20,000

1234

B

Blended

Record

Source 1

(D&B)

Source 2

(Credit Bureau)


Blended Customer Record

-
Create Single Customer Truth from
Multiple Sources

-
Create custom data blending rules and
combine all data sources

-
Rank reliability of each source at
attribute level

-
Display “single source of truth” blended
record to end users while maintaining
original source data

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Customer Data Management At
-
a
-
Glance


Link to 3
rd

party and
legacy applications


Import data into a
centralized data model

Consolidate

Cleanse /

Standardize

Synchronize

“In 2003
-
04, data quality (e.g. cleansing, standardization,
identification / matching, interdiction) will emerge from a
disquieting enterprise embarrassment to a requisite
core IT competency and budget item.”


Identify and resolve
duplicate data


Prevent creation of
duplicate entries


Capture all updates

into central master


Push updates out to
all linked applications

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Web

Sites

Call Center

OAS

10g

Web

Services

Data Quality

Services

Integration Services

1.
An employee in call

center modifies customer

record

2. Triggers a ‘new

customer created’

business event




4. CDH does deduping,

address cleansing,

master record creation

7. Some applications receive

near
-
real time updates

8. Other applications

subscribe to the CDH

& update as required

Loyalty Program

Customer

Data

Hub (CDH)

3. CDH subscribes to this

event & creates record

6. Triggers a “New

Customer Created”

event in the CDH

5. New customer

is approved



Collections

Custom

Dealer Mgt

Billing

DWH

Customer Hub : Information Flows

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Case Study : Telecom Provider in Asia
-
Pacific

"The key motivation for us is to get our customer information in a single place so the business can
see and manage customer data and customer relationships in a far better way…At the moment it's
all over the place. It will be a lot easier to manage and deal with customers who call in, because we
will be able to identify who they are and their broader business with us."
-

CIO

NOW

360 Customer View:
Enterprise Database Environment


Removes uncertainty or
duplication regarding the definition
or ownership of the data
-

one
source of truth.


Consistent data quality.


Reliable data availability.


Supports multiple business views.


Some Legacy Applications are facing
impending failure.


Difficulties in data extraction


A lack of data standards


Costly, slow, and complex integration


Duplicate data across multiple systems


Different customer views are based on
different data sets.


Difficult reconciliation of different views.

EXISTING


No Single Source of Truth

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Leveraging convergence for revenue growth
through bundling, personalization and
intelligent cross
-
sell / upsell


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Moving from Product
-
Centric to Customer
-
Centric Segmentation Models

Product Focused Segmentation

Customer Focused Segmentation

“Inside


Out Segmentation”

“Outside


In Segmentation”

Network
Platforms

Products

Corporate

Consumer

Fixed Line

SMB

Prepaid

Wireless

Segments

E
-
enabled

Corporations

Family

Active Lifestyle

/ Sports

Students

Customer
-
Focused
Segments

Network
Platforms

Product Bundles

/ Constellations

Postpaid

Wireless

Broadband

Power User /

Road Warrior

Financial

Services User

Ethnic Groups

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Convergence is More than “Bill Stapling”

Inflexible Billing Account Hierarchy Management

25%

50%

75%

100%

25%

50%

75%

100%

25%

50%

75%

100%

Bill Stapling

Distinguish User and Payer Separately

Bill Split or Transfer


% of Wireless operators who
provide “Bill
-
Stapling”


% of Operators who manage User
and Payer separately


% of Wireless and
PSTN/Broadband operators who
assume that user and payer are the
same person


16% of Wireless and 24% of
PSTN/Broadband operators transfer
or split the bill by product & service,
and deliver the bill to user and payer

25%

33%

9%

39%

16%

24%

IDC / Oracle Anonymous Customer Survey (APAC):

APAC Wireless Average

APAC PSTN/Broadband Average

Source: Oracle and IDC, 2005 (N=191)

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Improve First
-
Call Resolution through Integrated
Account and Billing Management


View & modify account, billing &

payment info

-
One customer can maintain
many accounts

-
Account hierarchies

-
Sponsored and Subordinate
accounts


Bill and Call Management includes:

-
Bill items, bill item and Call
details (CDRs)

-
View bill and Call image

-
Dispute bills items, bill item
details, Call details


Account functionality integrated with:

-
Comm interaction manager

-
Order capture (CSR & self
service)

-
Service Management

-
Support Cases

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Personalization, Cross/Upsell and Guided Selling

25%

50%

75%

100%

25%

50%

75%

100%

25%

50%

75%

100%

Guided Selling

Cross/Up Selling

Personalized Service Offering

15%

16%

27%

19%

26%

21%

APAC Wireless Average

APAC PSTN/Broadband Average

Source: Oracle and IDC, 2005 (N=191)


“15% of Wireless & 16% of
PSTN/Broadband Operators provide
Guided Selling based on captured
Customer Profile”



“27% of Wireless & 19% of
PSTN/Broadband Operators proactively
recommend Cross/Up Sell based on the
Customer’s Service Selection”



21% of PSTN/Broadband operators and
26% of wireless operators offer
personalized service to an individual
customer


IDC / Oracle Anonymous Customer Survey (APAC):

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Enable intelligent actions for increased sales

e.g. Cross / Upsell

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Enable intelligent actions for increased sales

e.g. Cross / Upsell

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Guided Inbound

Interactions




Real
-
time Recommendations


Advisor


Optimize recommendation


Per individual, in real
-
time


Guided selling by agent or
customer self
-
service


Benefits


Raises conversion rates


Increases profitability


Increases loyalty and
satisfaction



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Need:

Benefits:




Provide centralized view of customer interactions


Reduce IT costs through centralization


Cross
-
selling and Upsell


Common interface for increased productivity


Increased revenue increase via up
-
sell & cross
-
sell

Case Study : CRM for an Operator in Europe


Reduce customer churn by 1%


Increase revenue by 10%

Results:

Solution:


Peoplesoft CRM

Marketing

Sales

Support

Execute Cross sell or
Up sell

Response Handling

Planned Q1/2004

Implemented

Planned Q1/2005

Opportunity
Management

Order Capture

Forecast Prediction

Qualify Lead and Convert to
Opportunity

Create a campaign

Execute Campaigns

Create Waves

Measure Response

Closed
-
loop campaign
definition/execution

Lead to Opportunity to
Quote/Order

Create and Assign
Lead

Solve CASE

Create CASE

Workforce

Handle Interaction

Integrated Trouble Ticket,
Resolution, & Field Service

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Marketing

Sales

Support

Execute Cross
sell or Up sell

Response
Handling

Planned Q1/2004

Implemented

Planned Q1/2005

Opportunity
Management

Order Capture

Forecast
Prediction

Qualify Lead and
Convert to Opportunity

Create a
campaign

Execute
Campaigns

Create Waves

Measure
Response

Closed
-
loop campaign
definition/execution

Lead to Opportunity to
Quote/Order

Create and
Assign Lead

Solve CASE

Create CASE

Workforce

Handle
Interaction

Integrated Trouble
Ticket, Resolution, &
Field Service

Case Study (Continued)

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Lost Handset?

Upsell new phone &

notify Supply Chain

10:00am

Validate service

Lost/Stolen

Handset

start

end

BPEL Flow

?

Update Service

Update HLR

Collect Info & Publish

Suspend service

Notify Billing

10:20am

Notify Fraud Systems

Update Network

Upon Lost / Stolen Handset:


Suspend Service


Suspend Billing


Blacklisting


Notify Fraud
Management


Replace Handset /
Handset Sale


Upsell New Phone



Wipe


Data from
Handset/PDA


Lost/Stolen Handset


Logical Model



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BPEL (Business Process Execution Language)
for Web Services

BPEL Console

MANAGE

J2EE Application Server

(Oracle AS, WebLogic, JBoss, WebSphere)

Core BPEL Engine

WSDL Binding

Built
-
in Integration Services


File, FTP

Web Service

Java, JMS, JCA

Database

JAVA

XSLT

User

Tasks

BPEL

Eclipse, JDeveloper

BPEL Designer

Oracle DB

BPEL Process Manager

Rules

iWay

Process Orchestration Engine to design, deploy and manage

service enabled, cross system business processes


Combines discrete services into an
end
-
to
-
end process flow


Flexible Service Framework to invoke
any application as a service



Workflow Framework



Integrated Monitoring



Built
-

In Integration/ Messaging



Process Metrics via Sensors



Bus

Rules

Oracle/Jess

Others

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Enable differentiated customer strategies
based on segmentation & analytics


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Customer Insight


Industry comments


Mr Sanjiv Ahuja, CEO of the Orange Group

: ‘Customer Insight’ is a key driver
for continuing growth in mobile markets


Financial Times World Mobile Conference 2004




FT mobile conference summary

:



Many speakers spoke of “understanding the customer”. A few operator speakers
actually gave some examples that demonstrated that they were doing more than
lip
-
service to this, and their surprise at what they found is commentary enough
that this move was long overdue in the industry
!”




Peter Bamford, Chief Marketing Officer

: ‘Customer Insight’ as a main driver of
ARPU ( average revenue per user )








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Each Customer Segment Must be Managed
Accordingly

-
400

-
200

0

200

400

600

800

1,000

1,200

1,400

1,600

0%

20%

% of customers ordered by profit contribution

EBITDA

Significant effort to retain and
acquire more with the same profile

Improving profitability by
reducing cost to serve

Change offer / product

Remove subsidy on handset

Grow usage through

cross
-
sell

Reduce handset subsidy
and cost to serve

Customer profitability breakdown (wireless service provider)

40%

60%

80%

100%

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Manage Customer Segments for Greater
Profitability


Segment and manage
customers based on
value


Drive profitable action
based on customer
value


Track key customer
metrics

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The Need for Differentiated Service levels


High Value Customers


Likely Churners


Customers with special SLA’s


Top x Customers


Escalated Service Levels


Faster service / Queue / Wait times


Higher resource allocation


Special Customer Management


Shorter MTTR


Higher maintenance expenses


Pro
-
active Service Mgmt



Standard service


Cost
-
effective resource deployment


Low
-
cost channels


Low
-
income customers


Low customer value

High Value

Medium Value

Low Value

Customers

Customer Service

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Comprehensive Business Intelligence and Analytics
Platform for Communications Industry

Query &
Reporting

OLAP

Data Mining

Who purchased
our GPRS
bundle in the
last 12 months?

What is the
average income
of our entry
-
level GPRS
postpaid
bundle, by year,
and by region?

Who
will buy


our premium
unlimited GPRS
package in the
next 12 months,
and
why?

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ROI for Analytical CRM

“Although operational CRM may show rapid ROI, the rate of return ultimately
will level off, reflecting that the process has achieved peak efficiency.”


Gareth Herschel, Gartner Group, September 2003


META Group reported
less than 10%

of large companies with CRM deployments
could measure a
tangible ROI
.


IDC found that
analytic implementations

generate a
median five
-
year ROI of 112%

with a
payback of 1.03 years
.”






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Faster Deployment of Complete Solutions

Oracle Warehouse Builder

P

O

R

T

A

L

Business Intelligence with Oracle

Reduced Complexity and Deployment Costs



Common Metadata

10
G


OLAP &

SQL Analytics


Data Mining




ETL



10
G

ETL / Data Extraction

Data Platform

Reports

Discoverer

BI Apps

Scorecard

Information Delivery

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Increasing customer satisfaction & manage
spiralling support costs through advanced
helpdesk and support functionality


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Complexity of 3G / PDA / “TriplePlay” Helpdesk


Helpdesk in the era of intelligent devices: Existing customer care metrics may no longer
hold true



In the past, the calls to an operator’s helpdesk involved problems relating to the network
or in the case of fixed services, to the network termination point



For new services, such as smartphones, broadband etc, this now extends to the
intelligent computing device e.g. handset, cable modem, or in many cases, the PC or
wireless router



The cost and complexity of support calls for these is spiralling out of control



With an average call cost of Euro/USD 15 per service call in some cases, an entire
month’s service revenue can be wiped out with a single call



Current helpdesk model will need to transform itself to meet the new challenge


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Reduced Cost to
Serve


Shorter Call
Handling Time


Improved First
-
Call
Resolution


Network / Service
faults


Billing / Account
Disputes


Knowledge Base
-
Enabled


Reduce Cost to Serve through Integrated
Problem and Case Management

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Broadband and “Triple Play”: More devices, More
Complexity, Spiralling Service Costs


With broadband and triple play, the telco provider’s network has been ‘extended’ to the
modem and to a certain extent to the PC or even the home broadband router or self
-
installed wifi network itself.



In order to better serve customers, and keep customer support costs down, operators
are having to delve deeper into the customer’s network, even into the PC device itself, so
it can better manage the network and service.



Operators are investing heavily in software
-
based management tools which will make the
self
-
install process less error prone and eliminate a large number of customer service
calls.



Use of “softclients” on the device, to enable visibility into the device and the application
layer.



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Towards Smartphone/PDA Customer Care integration with
Mobile Device Management (MDM)


MDM is currently underrated in terms of ROI for customer care:

-
“The main business case driver for investment in MDM is fewer handset returns,
which leads to a better customer experience.”

-
“The real business case is in customer care savings, but operators are ignoring
them.”

-
“The potential return on investment from customer care savings is tremendous, and
completely underestimated by operators.”

-
“We carried out a trial for MDM customer care functions and saw no benefits to the
bottom line. The customer care environment would need to be different to support
MDM properly.”


Effective Use of MDM in Customer Care requires revamp of Customer Care Processes
and Integration with CRM




SIM management



Basic client provisioning.
(GPRS, WAP, MMS and
email etc)




FOTA. (Firmware over
-
the
-
air)



Enterprise device management

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Online Support at Asian Wireless Equipment Manufacturer



Manage
Transactions


Knowledge Base


User Management


Branding &
Configurability


Oracle iSupport


Multiple Site
Framework


Service Requests


Self Service
Registration


Features


Increase customer satisfaction with 24x7


Easy and personalized user experience


Self Discovery & Knowledge Base


Multi
-
channel, closed loop service/care


Improve effectiveness with collaboration


Pro
-
active service alerts


Global reach, open and flexible architecture

Benefits

Solution
-


Oracle E
-
Business Suite CRM

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Effective Multi
-
channel Interaction

Chat

Service Order

Mgmt

360
-
degree View

Opportunity

Mgmt

Lead

Mgmt

Order

Mgmt

Case

Mgmt

Customer

Web

Self

Service

Branch

or Local

Office

ATM

Kiosk

Voice

Multichannel

Contact Center

Email

Fax

Common Services Analytics Workflow Service Level Mgmt Knowledge Mgmt

Interaction

History

Oracle / IDC Anonymous Customer Survey (AsiaPac):


18% of wireless operators support web channel


0.8% of Wireless are able to Refer to Previous email Interaction when Followed up
Though the Call Center


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Chat or Structured Email


Customer Experience

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Chat


Operator View



Queuing and Routing



Live Chat



Customer
-
to
-
Agent



Agent
-
to
-
Agent



Web page push



URLs or Dynamic
Pages



Agent Productivity Aids



Template Responses



Hot keys



Buddy list



Presence



Consult, conference,
transfer



Forward to a queue


Maintains Conversation
History



Interaction History

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Value
-
added support ? Charge for it!


Bellsouth “Managed Home Service”, trial starting 17 Nov 2005

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Conclusion

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Where do Asia
-
Pacific service providers stand
relative to best practice?

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Summary


Consistent customer data
across channels and
systems is the missing link



Convergence is not just
“bill stapling”


Network and Platform silo’s
will inhibit customer
-
centric
product design



Customer Insight is Crucial



The spiralling complexity of
fault resolution demand
new approaches to
helpdesk support

Operators must achieve a holistic, 360 degree
view of the customer



Convergence and Triple Play can enable
revenue growth through product bundling,
service personalization and intelligent cross
-
sell
/ upsell


Customer profiling and CRM analytics are the
foundation for differentiated customer service
strategies and customer insight


Increasing customer satisfaction and managing
support costs through advanced helpdesk, fault
resolution and support functionality, or
introducing new support models