Switching From the Network to the Customer as the Primary Asset
2018.11.14   |   35 pages   |   Digital Transformation

Author:
Nicola Warren


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Operators historically considered the network to be their primary asset.  This made sense in an economy where physical assets produced consumer value and consumer choice was product and brand driven. 

  • Brands and marketing were further recognised assets that MNOs leveraged to enhance their offerings, helping operators to win share in the marketplace.

But market disruption by providers without network or brand assets has shown that these assets are not necessary to participate, and indeed succeed, in the telecommunications marketplace.  The role of intangible assets - particularly of customers – has become more significant to success. This report explores the growing importance of customers as an asset and addresses the question of whether it should replace the network as an operator’s primary asset.

 

Companies: Skype, WhatsApp, Amazon, Texas Instruments, Telus, Nike, MacQuarie, Sunrise Communications, Spark, O2,

Countries: Canada, Australia, Switzerland, New Zealand, UK,

Keywords: customer relationship, personalisation, future, customer relationship management, net promoter score, customer satisfaction, customer intelligence, transparent, value creation, loyalty programme, listening, customer insight, disruption, customer lifetime value, customer community, data analytics, customer first, customer-centric, trust, customer service, engagement, asset, value, network value, intangible asset, company-centric, agile, Network, single view of the customer, customer asset, NPS, customer success,

1

Overview

1

2

Introduction

2

2.1

Background to the Report

2

2.2

Report Content

3

2.3

Currency and Conversions

3

2.4

Further Questions and Feedback

4

3

Changing Market Dynamics

5

3.1

The Value of Intangible Assets

5

3.1.1

Intangible Assets in Corporate Valuations

5

3.1.2

The Customer as an Intangible Asset

6

3.2

The Need for Customer Centricity

7

4

Refocusing on Customers as Assets

8

4.1

Introduction

8

4.2

Grow Positive Customer Relationships

8

4.2.1

Customer First Culture

8

4.2.2

Earn and Keep Customer Trust

8

4.2.3

Customer Experience

9

4.2.4

Customer Success Over Customer Service

10

4.2.5

Customer Data and Analytics

11

4.2.5.1

Customer Relationship KPIs

11

4.2.5.2

Understand What Customers Value

11

4.2.5.3

Personalisation

11

4.2.5.4

Understand the Value of Delivery to the Customer

13

4.3

Develop Potential for Customer Value Contribution

13

4.3.1

New Business Competencies

13

4.3.2

Customer Insights

15

4.3.3

Recognise the Network Value of Customers

15

5

MNO Case Studies

17

5.1

Introduction

17

5.2

Sunrise Communications, Switzerland

17

5.2.1

Customer Experience

17

5.2.2

Customer Success Over Customer Care

20

5.2.3

Customer Data and Analytics

20

5.2.4

Assessment

22

5.3

Spark, New Zealand

22

5.3.1

Customer Experience

23

5.3.2

Customer Data and Analytics

24

5.3.3

New Competencies

26

5.3.4

Assessment

27

5.4

O2, UK

28

5.4.1

Customer Trust

28

5.4.2

Customer Data and Analytics

29

5.4.3

New Competencies

30

5.4.4

The Network Value of Customers

31

5.4.5

Assessment

31

6

Findings and Conclusions

33

7

Recommendations

35

 

Appendix – Feedback Questions

36

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