Embedding customer experience at Orange
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A look at how Orange is driving business transformation throughout Europe with its customer experience strategy.
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Embedding customer experience at Orange
- 1. Building customer advocacy : How Orange is driving business transformation across Europe Andrew Williams Director of Customer Experience Strategy, Orange Group The Webcredible Customer Experience Forum - 26th June 2013
- 2. 1. Leadership 2. The business case 3. Measurement 4. Incentives 5. Analysis & action planning a. Fixing the basics b. Branding experiences Agenda
- 3. Orange 170,000 employees 230m customers in 32 countries €43.5bn revenues in 2012 global Top10 telecoms company Convergent operator – Fixed, Mobile, Broadband, TV A federated organisation with a Corporate function supporting largely autonomous country operations
- 4. COMPANY CONFIDENTIAL To be number 1 in customer experience by 2015 Leadership – the 2015 global ambition The Conquests, July 2010
- 5. Why do does customer experience matter? Builds brand value Impacts revenue
- 6. Analysis of actual customer behaviour indicates a strong correlation between recommendation & revenue 2.5 x more likely to churn 40% less likely to upgrade Based on actual behaviour of those scoring 0 – 4 on the recommendation question vs. those scoring 9 – 10 (source : respondents to Customer Experience Tracker recommendation question appended to database, major western European market)
- 7. We monitor all stages of the customer journey … Relationship Range of tariffs/plans Kept informed Range of handsets Top-up Network coverage Upgrade experience Shops Customer Services Website Ease of set-up Overall buying experience
- 8. But we track one KPI above all others … Recommendation “On a scale of 0 – 10, would you recommend Orange to your friends and family?”
- 9. Recommendation targets included in executive bonuses to focus effort behind our # 1 objective “Employees do what is measured, incentivised and celebrated” The six laws of customer experience - Forrester
- 10. Driving business transformation : fixing the basics & branding customer experiences 1. Fixing the basics – Customer Journey analysis 2. Branding customer experience – Heartbeat & Moments of Truth – mobile, MBB, FBB
- 11. Driving business transformation : fixing the basics & branding customer experiences 1. Fixing the basics – Customer Journey analysis 2. Branding customer experience – Heartbeat & Moments of Truth – mobile, MBB, FBB
- 12. Fixing the Basics - an event based approach CJ ANALYSIS ANALYSIS & MEASUREMENT SOLUTION IDENTIFIED ACTION PLANS PAIN POINTS Identified based on internal view & analysis of customer data: 1. CET & local surveys 2. Operational KPIs 3. via operations – CS, Sales, IT&N Detailed analysis of the customer journey to identify problem areas E.g. the “bombs” Monitor impact of projects via: 1. CET 2. Local surveys 3. Value – cost savings & top-line Benefit: Cost savings C-SAT Define actions from “Bomb” list Each project is scoped and prioritised, complete with business case
- 13. simplifier les parcours clients : introduction Mapping the customer journey provides a tool to identify issues cross functionally and from the customer perspective jgv * Depends on countries contract policy & loyalty programmes I want to consult or manage my account I need help, fix a problem urgently I do not want anymore this proposition I buy I have a need LeaveEvolve & RenewUse & Get HelpSet-up & First UseJoinBecome Aware Customer Life Cycle Customer Journeys I use I manage my account I recharge, top up I need to recharge my prepaid account I pay I need help I receive my invoice, I pay it I complain I am not happy, satisfied I want to terminate my offer / service I get a proposition from Orange I want to change or renew* Orange contacts me with a proposition I want to change my device and/or my offer (tariffs), I need to renew I move
- 14. simplifier les parcours clients : introduction A deep dive identifies customer pain points & their cause Someone will call you back within 48 hours Your installation was working but isn't any more (ASS). You’ve had customer services on the telephone and don't want to contact them again Your installation was working but isn't any more (ASS). You’ve had customer services on the telephone and don't want to contact them again You come to a FRANCE TELECOM shop VOLUMEVOLUME You say you haven't called 3900 The manager invites you to do so from home You say you haven't called 3900 The manager invites you to do so from home You already have an escalation file You already have an escalation file The salesperson refers you to his RB or to his assistant The salesperson refers you to his RB or to his assistant The RB puts a red flag on the existing escalation file The RB puts a red flag on the existing escalation file A salesperson is available and takes care of you A salesperson is available and takes care of you You don't have an escalation file You don't have an escalation file The salesperson refers you to the RB or to his assistant The salesperson refers you to the RB or to his assistant The RB creates an escalation file The RB creates an escalation file You say you have called 3900. The salesperson checks your file You say you have called 3900. The salesperson checks your file All operators are busy. You wait in the queue. A waiting list manager comes and asks what you want All operators are busy. You wait in the queue. A waiting list manager comes and asks what you want You say you have called 3900 The GDFA asks you to wait You say you have called 3900 The GDFA asks you to wait Your escalation department consultant analyses your problem Your escalation department consultant analyses your problem You are unavailable You are unavailable He fixes your problem during the discussion He fixes your problem during the discussion A message is left asking you to call 1014. 3 attempts are made to reach you A message is left asking you to call 1014. 3 attempts are made to reach you He fixes the problem remotely without recourse to the UIs He fixes the problem remotely without recourse to the UIs He activates an intervention via the network or makes an appt with you for a callout at your home He activates an intervention via the network or makes an appt with you for a callout at your home ASS scenario ASS scenario Call within 48 hours He calls you backHe calls you back You are called back on the appt date by the expert You are called back on the appt date by the expert The consultant gives you an explanation and tells you that he is closing the escalation file The consultant gives you an explanation and tells you that he is closing the escalation file He makes a phone appointment for you with a level 2 technical expert (EPAC) He makes a phone appointment for you with a level 2 technical expert (EPAC) Your consultant asks you if everything is OK and looks at possible compensation if you ask for it Your consultant asks you if everything is OK and looks at possible compensation if you ask for it ?? 32223222 4545 32673267 ?? 32673267 ?? 17171717 15501550 601601 601601 515515 ?? ??
- 15. Post analysis we are left with a map of the biggest problems – the “bombs” – which can be addressed with action plans volumes timescales communication emotions “bombs” – biggest problems, prioritised for action 5 We fix an appointment for an engineer to install BB without knowing if the customer has the necessary equipment
- 16. Driving business transformation : fixing the basics & branding customer experiences 1. Fixing the basics – Customer Journey analysis 2. Branding customer experience – Heartbeat & Moments of Truth – mobile, MBB, FBB
- 17. COMPANY CONFIDENTIAL Branding experiences : using Heartbeat to execute a consistent customer experience across the customer journey HEARTBEAT ACTION PLANS ANALYSIS & MEASUREMENT EXPERIENCE PILLARS IDEA GENERATION CUSTOMER VOICE Key issues identified by “Immersion” into customer data Qualitative Quantitative Ethnographic Key customer needs - addressing these consistently will create a distinct & branded Customer Experience Operational KPIs Surveys CET Value – cost savings & top-line Identifies priority areas for action planning, common themes & helps identify Moments of Truth Address MOTs in line with the brand to create a consistent experience – about culture, behaviour & business process Benefit: Lower churn Higher ARPU Greater advocacy
- 18. Immersion into existing data & additional ethnographic research to understand key customer needs OUK PAYG/M immersion project involved 40 + reports, interviews & surveys 2006 - 2009
- 19. Heartbeat distills the immersion & ethnographic research to identify themes across the experience which drive satisfaction Source: OUK – Heartbeat analysis of mobile joining experience – April 2009 Delivery Expectation Greatest delta = greatest opportunity for improvement Common theme
- 20. COMPANY CONFIDENTIAL Identifying the common themes gives us our Experience Pillars What are Experience Pillars? The essence of what customers want the experience to be – emotionally & rationally Limited in number May exist at one or more stage of the customer journey They work together but importance may vary by customer segment Our “tablets of stone”
- 21. COMPANY CONFIDENTIAL Summary 1. A clear goal with strong leadership is key 2. Develop a robust & independent tool for measuring progress & success 3. Break down silos & incentivise management 4. Use customer journey mapping as a tool to fix the basics 5. Listen to your customer’s “heartbeat” and re-design experiences & underlying processes with their needs in mind
Hinweis der Redaktion
- Good morning ladies and gentleman, I want to talk to you today about how Orange is transforming its business across Europe in pursuit of greater customer advocacy
- To be more specific the areas I will cover today include… (read chart)
- Top 10 global operator with operations focussed in Europe, Middle East & Africa Over 210 m customers: € 45bn revenues Our focus is on enabling customers to access the things that are important to them – friends, family, music, photos, programmes, their communities – whether at home or on the move, whenever they like Ours is a complicated industry: we operate sophisticated technical networks, some of which we don’t control; we support handsets we don’t manufacture; we are a retailer with both online and offline distribution channels; and, most importantly we manage customers often with poor IT infrastructure to support us. It’s not surprising we have a poor reputation for delivering customer experience.
- So why does creating a branded customer experience matter? Because it impacts brand value and revenue In terms of brand value, Orange invest heavily in tracking brand health. We use a market research company called Millward Brown and we track in all our European markets, quarterly. What the tracking shows is that a number of key measures – FCPI: the customers likelihood to buy from us; and, emotional proximity: a measure of how close customers feel to us as a brand (we ask customers to imagine the brand is a person and then ask them on a 5 point scale how close they feel to us) – are heavily impacted by customer experience. The reason this matters is that there is huge financial value in our brand. Millward Brown, the same company that we use for our tracking, recently assessed the value of the Orange brand at US$ 18bn. It’s an asset that is very definitely worth protecting. There is also a proven link between customer experience and revenue ... NEXT SLIDE
- We have chosen to report the mean score rather than NPS because 1. it is less volatile and 2. it has a lower margin of error than NPS Interestingly we spent a lot of time debating what the right KPI was and found that when looking at recommendation versus a number of other measures we track such as loyalty, cost, value or quality or indeed a number of composites that the historical patterns of each were pretty similar. In other words its less important whcich KPI you track as long as you track one and do so consistently