Janos Heé beleuchtet am Smart Business Day 2016 die digitale Transformation von Sunrise. Mit dem Launch der neuen Plattformen sunrise.ch, mtvmobile.ch und business.sunrise.ch setzt das Schweizer Telekommunikationsunternehmen genau da an, wo es wirklich zählt: beim Kunden und dessen Ansprüchen. Heé erläutert dabei unter anderem, welchen Herausforderungen er bei der Umsetzung dieser Digitalisierungsprojekte begegnet ist. Ein besonderes Augenmerk richtet er zudem auf die Organisation seines Unternehmens, denn durch die neu eingesetzten Tools werden ganz neue Anforderungen an die Organisation, die Unternehmenskultur und die Infrastruktur von Sunrise gestellt.

1. 1
How Sunrise keeps the customer at the heart of the
digital transformation
Dr. Janos Heé,
Director Digital Business
Sunrise
November 7, 2016
Smart Business Days

2. 2
Agenda
Our journey
towards a Simple
& Digital telco
operator
Achieved results

3. 3
Agenda
Our journey
towards a Simple
& Digital telco
operator
Achieved results

4. 4
“When you digitize a crappy
process, you have a crappy
digital process”
Thorsten Dirks, CEO Telefonica Germany

5. 5
Simplification& Digitalization was the natural next step after
building a strong foundation to foster NPS
Digitalization
Become the premium convergent
challenger
NPS Introduction
Simplification
Company-wide introduction of
NPS
Make our customers’ and employees’ lives
easier
Digitalize and automate to increase efficiency
and improve customer experience
1
2
3
80
100

6. 6
The Sunrise Simple & Digital transformation consists of 7
building blocks
Simple and modular
PRODUCTS,
digital-ready
Simple & Digital
CUSTOMER EPISODES …
Simple & Digital
VISION and OBJECTIVES
NET PROMOTER SYSTEM
High-velocity customer and performer feedback loops
TECHNOLOGY: IT AND NETWORK
Agile delivery and adaptable architecture
Lean and agile OPERATING MODEL
New capabilities and ways of working enable customer-centric change
… delivered through
seamless CHANNELS
Usage ServicePurchase
HowWhyWhat

7. 7
Digitalization Targets
Drive Digitalization &
Transformation in Customer
Services
Leverage new sales capabilities
Customer-centric platform and
operations excellence
TARGET KEY METRIC
• Lower propensity to call
• My Sunrise Adoption rate
• Optimize user flows on- and
offline for renewals and gross
adds
• Digital NPS surveys

8. 8
Financial
perspective
Innovating
and learning
perspective
Customer
perspective
Internal
business
perspective
Digitalization progress to be tracked by monitoring KPIs along
the 4 Balanced Scorecard dimensions
Adapt and steer internal processes to
improve digital interaction ability
Create efficient digital interaction processes
Realize higher EBITDA potential per “My Sunrise” user Increase “My Sunrise” Adoption (MSA)
Provide excellent exp.
to “My Sunrise” users
Base NPS
“My
Sunrise”
users
Touch
point NPS
digital
channels
Create digital customer
awareness and interest
Website
traffic
rank
Facebook
engage-
ment
share
Average
SEO-
ranking
Shape behavior of offliners to
adopt “My Sunrise”
“My
Sunrise”
inter-
actions
Digital
sales
share
Postage
costs per
custo-
mer
Digital
payment
share
Online
bill
share
“My Sunrise” Adoption (MSA)
Sales e-
education
share
E-Mail
penetration
E-notification
flag
penetration
Service e-
education
share
Engage and enable the “Team of
Transformers”
Engage and enable the frontline
Engage and enable the remaining
organization (incl. leadership)
“TofT” awareness
of digitalization
“TofT” belief in
digitalization
Frontline
awareness of
digitalization
Frontline belief in
digitalization
Employee/
leadership
awareness of
digitalization
Employee/
leadership belief in
digitalization
∆ Customer Lifetime Value (“My Sunrise” user vs. offliner)
∆ AMPU
(“My Sunrise” user
vs. offliner)
∆ Cost to serve per
customer
(“My Sunrise” user
vs. offliner)
∆ Cost to sell per
customer
(“My Sunrise” user
vs. offliner)
“My Sunrise” user
gross adds
“My Sunrise” user
churns
“My Sunrise” user
migrations
“My
Sunrise”
down-
loads
Service
calls per
custo-
mer
Share of zero-
touch orders
“My Sunrise”
rating
First time
right in digital
channels
Digital
interest to
buy
conversion
Digital
service
share

9. 9
"Digital First" means …
… simplicity
… efficiency
… personalization

10. 10
The Sunrise Simple & Digital transformation consists of 7
building blocks
Simple and modular
PRODUCTS,
digital-ready
Simple & Digital
CUSTOMER EPISODES …
Simple & Digital
VISION and OBJECTIVES
NET PROMOTER SYSTEM
High-velocity customer and performer feedback loops
TECHNOLOGY: IT AND NETWORK
Agile delivery and adaptable architecture
Lean and agile OPERATING MODEL
New capabilities and ways of working enable customer-centric change
… delivered through
seamless CHANNELS
Usage ServicePurchase
HowWhyWhat

11. 11
Customer-oriented mobile tariffs helping to simplify the
business model…
• Fair
No obligation, maximum flexibility
• Transparent
Separation of subscription and hardware costs
• Customer Oriented
Switch subscription or phone any time
• 24-month installment
plan
• Full revenues accounted
for at the time of sale
• Installments collected
over 24 months
• Minimum 1 or 3 months
contract duration
• 1 month cancellation
notice
• Usage billed monthly
Choose your PHONEChoose your TARIFF
Service bill Phone bill
+
FREEDOM PROPOSITION…
… FULLY ALIGNED WITH SUNRISE VALUES

12. 12
The Sunrise Simple & Digital transformation consists of 7
building blocks
Simple and modular
PRODUCTS,
digital-ready
Simple & Digital
CUSTOMER EPISODES …
Simple & Digital
VISION and OBJECTIVES
NET PROMOTER SYSTEM
High-velocity customer and performer feedback loops
TECHNOLOGY: IT AND NETWORK
Agile delivery and adaptable architecture
Lean and agile OPERATING MODEL
New capabilities and ways of working enable customer-centric change
… delivered through
seamless CHANNELS
Usage ServicePurchase
HowWhyWhat

13. 13
The Sunrise “Factory”
“SPRINTS EPISODE BY EPISODE” “CONTINUOUS
PRODUCTION”
AGILE DELIVERY AND WAYS OF WORKING
Deploy at scale
Operational design should
allow to build cross-functional
enablers and ensure E2E
consistency
Create implementation
roadmap and ensure
governance
Involve teams throughout
the organization
• Immerse into customer/
performer behavior and needs
• Draw inspiration from
design analogies
• Review and co-create in “design
thinking” walkthroughs
• Rapidly prototype and
iterate designs
• Complement the “on-stage” view
with “back-stage”
work view
Design customer episodes
(“design thinking”)
Redesign operational
environment and
consolidate roadmap
Detail IT and non-IT
requirements

14. 14
We selected 5 service Customer Journeys to be re-designed
Source: Root Cause Analysis; NPS analysis; based on September 2015 call volume
Share of detractors (%)
10
15
14
9
13
16
12
11
17
8
Yearlycallvolume(thsd.)
DETRACTOR SHARE AND CALL VOLUME BY CUSTOMER JOURNEY
Prioritized Detailed for implementation

15. 15
Example: We redesigned the dunning episode from scratch
Dear Customer
You have been
blocked, as the
outstanding charges
for 076/XXXX have
not been paid until:
30. Nov. 2015
Dear Customer
We have noticed
that the following
bills for 076/XXXX
are still
outstanding:
Sep: 180 CHF
Warning about
upcoming blockage
Request dunning pause
Send request
Dunning pause for 10 days.
You will be informed if
request was approved within
24h
Pay now
Credit Card
"... press 1 to get
de-blocked on trust..."
…and enable our customer to
de-block themselves via IVR
We inform about
outstanding charges …
… and warn customers
before they get blocked…
We offer "dunning joker"
for defined customer groups
We instantly inform about
blocked account …
Hassle-free payment options
are available …
… as well as helpful dunning
prevention services

16. 16
The Sunrise Simple & Digital transformation consists of 7
building blocks
Simple and modular
PRODUCTS,
digital-ready
Simple & Digital
CUSTOMER EPISODES …
Simple & Digital
VISION and OBJECTIVES
NET PROMOTER SYSTEM
High-velocity customer and performer feedback loops
TECHNOLOGY: IT AND NETWORK
Agile delivery and adaptable architecture
Lean and agile OPERATING MODEL
New capabilities and ways of working enable customer-centric change
… delivered through
seamless CHANNELS
Usage ServicePurchase
HowWhyWhat

17. 17
“Digital First” does not mean that we mainly focus on online:
Omni-channel customers spend most
7.7
Source: Bain retail industry study
OMNI-CHANNEL CUSTOMERS SPEND
MORE
OMNI-CHANNEL CUSTOMERS ARE
MORE PROFITABLE
RETAIL EXAMPLE

18. 18
The Sunrise Simple & Digital transformation consists of 7
building blocks
Simple and modular
PRODUCTS,
digital-ready
Simple & Digital
CUSTOMER EPISODES …
Simple & Digital
VISION and OBJECTIVES
NET PROMOTER SYSTEM
High-velocity customer and performer feedback loops
TECHNOLOGY: IT AND NETWORK
Agile delivery and adaptable architecture
Lean and agile OPERATING MODEL
New capabilities and ways of working enable customer-centric change
… delivered through
seamless CHANNELS
Usage ServicePurchase
HowWhyWhat

19. 19
3 key front-end driven projects make our platforms ready for
the digital era
New web/
mobile
platform
Commu-
nication
Campaigns
Our new state-of-the-art web platform
for all customer segments
Our consolidated customer
communication platform
Our new smart platform for automated,
personalized multi-channel campaigns

20. 20
The Sunrise Simple & Digital transformation consists of 7
building blocks
Simple and modular
PRODUCTS,
digital-ready
Simple & Digital
CUSTOMER EPISODES …
Simple & Digital
VISION and OBJECTIVES
NET PROMOTER SYSTEM
High-velocity customer and performer feedback loops
TECHNOLOGY: IT AND NETWORK
Agile delivery and adaptable architecture
Lean and agile OPERATING MODEL
New capabilities and ways of working enable customer-centric change
… delivered through
seamless CHANNELS
Usage ServicePurchase
HowWhyWhat

21. 21
• Blog updates
• Digital Champions & leadership support
• Academy & Trainings
Production Cockpit
Customer Experience Factory
Digitalization Board
Governance of Digitalization Program
Strategic Direction
Steering &
Transformation
Digital Business OPS &
Finan.
IT Mar-
keting
B2B
Execution Model
Communication
& Change

22. 22
Agenda
Our journey
towards a Simple
& Digital telco
operator
Achieved results

23. 23
Example: Our old dunning episode caused many issues
customers were blocked
every month
>340’000 calls p.a.
related to dunning
of our revenues were lost
due to customers not paying
We had to force
>90% of customers disliked
the old dunning process
customers to leave
us every month
More than out of
calls triggered a
back office case

24. 24
The result is a win-win situation for customers
and Sunrise
RESULTS
POSITIVE FINANCIAL
IMPACT FOR US
BETTER EXPERIENCE
FOR OUR CUSTOMERS
DUNNING
CALLS CUT
BY HALF
35%
FEWER
BLOCKAGES
EACH MONTH
10-20%
LESS
INVOLUNTARY
CHURN
BAD DEBT
REDUCED
BY HALF

25. 25
1.5 s
KPI overview after go live of new Website/ app
OLD PLATFORM NEW PLATFORM
Average page loading
times
Mobile Device Share
NPS (Sales)
Time to technically
"publish" a page
Time to create an simple
page for 3 segments
in 4 languages
Platform availability
4.2 s
44.5%
39
less than
30 seconds
4 hours
99.99%
22.6%
31
up to 90 minutes
12 hours
less than 99%

26. 26
KPI overview after go live of new Website/ App
Number of App downloads
APP DOWNLOAD
Note: The downloads have been clearly increasing since the relaunch of the platform. IOS is dominating over google play, particularly during the iPhone launch in cw 36.
Source: itunes and google play
iPhone
Keynote
Brooklyn
Relaunch
Smart-
Banner
(iOS)E

27. 27
KPI overview after go live of new Website/ App
MONTHLY SALES NPS MONTHLY SERVICE NPS

28. 28
SUCCESS FACTORS & LEARNINGS
Strong commitment of management board
Roadmap of the journey, with clear milestones, and
explicit resource/ time needs
• Strong Mr. Simple & Digital driving the “factory”
• Commitment and time allocation of the relevant business teams (shops, call
center, digital, communications, etc.)
Strong Mr. Simple & Digital driving the “factory” and change
Intensive communication & training to the front line
• Practical, flexible and agile “factory” approach: Build with “fast track” towards
implementation and early results
• Program built and driven with the objective of continuous improvement and
sustainable results (incl. build-up of key skills)
FUTURE
Agile “factory” approach, driven by a balanced score cardFUTURE

29. 29
Thank you