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Keeping Telecom on Target

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How telecommunications providers can reboot the customer experience

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Keeping Telecom on Target

  1. 1. IBM Institute for Business Value Keeping telecom on target How CSPs tap the transformative power of data and analytics IBM Institute for Business Value
  2. 2. IBM Institute for Business Value • 52 percent of CSPs surveyed have big data-related projects in pilot or production status • 71 percent of CSPs claim a return on analytics investments within the first year • Only 30 percent of CSPs excel in the capability to act on data. To capture business value, CSPs must move beyond data collection to leverage insights. • 53 percent of CSPs have taken the first steps towards analytics-led process transformation • Only 23 percent of CSPs use predictive or prescriptive analytics. They must move from ‘hindsight’ (descriptive and diagnostic analytics) to ‘foresight’ • There is a market for ‘Data/Analytics-as-a-Service’ • Investment with intent is vital. Front Runners make more targeted investments in use cases with high business return Executive summary
  3. 3. IBM Institute for Business Value There is a growing gap in performance between Front runners and the ones falling behind Front Runners in the use of analytics for business - have deep technical capabilities in place to support analytics in a wide range of business functions Front Runner CSPs source and manage diverse data sets fast, analyse those to rapidly create meaningfull insights and act on the insights quickly to achieve targeted business outcomes Front Runner CSPs create advantage from analytics by focusing on customer objectives, business operations and their value add in business and industry platforms 23 % Pervasiveness Technicalcapabilities The competitive advantage Acquire Analyze Act CSPs Building Customer Focus Enhancing operational effectiveness Generating new revenues
  4. 4. IBM Institute for Business Value Focusing on knowledge gathering or developing strategy and roadmap based on business needs and challenges 67% 33% 48% 52% 2012 2014 Piloting big data projects or already deployed two or more initiatives and continuing to apply advanced analytics Educate & Explore Engage & Execute Big data adoption by telecommunications organization: 2012 vs 2014 More than half of CSPs currently either have big data related projects in pilot or in production Source: 2014 IBM Institute for Business Value analytics survey: n = 1086: CSP n = 65
  5. 5. IBM Institute for Business Value 10% 53% 8% 8% 5% 15% 0 to 3 months 4 to 6 months 7 to 12 months 13 to 17 months 18 to 24 months > 24 months of Telecommunications organizations realize a positive return on their analytic investments within 1 year 71% Return on analytic investment period of CSPs created a significant positive impact on business outcomes using data and analytics in the past 3 years74% Most CSPs have realized a return on their analytics investments within the first year
  6. 6. IBM Institute for Business Value Joggers Front Runners Spectators The Pack 11% 23% 37%29% 10%14% 31% 45% Clusters all industries (n = 1086) Clusters Telecom Industry (n=65) Broad use across business functionsLimited use across business functions Planning Pervasiveness Technicalcapabilities Organizations align to 4 clusters based on their use of analytics and their technical capabilities Pilots&implementations
  7. 7. IBM Institute for Business Value Data-driven organizations using deep analytics capabilities to drive business processes within most business functions Organizations being in the early adoption phases, although they aspire to use analytics within multiple business functions Organizations primarily using analytics to automate and optimize operations, but not use analytics pervasively Spectators are also in the early adoption phases, but their plans include limited use across business functions Front Runners (23% of CSPs) The Pack (37% of CSPs) Joggers (11% of CSPs) Spectators (29% of CSPs) Descriptions of analytics maturity clusters CSPs lead other industries, still it’s staggering that an industry where data is its lifeblood is so slow
  8. 8. IBM Institute for Business Value of Front Runners created a significant competitive advantage using data and analytics. of Front Runners created a significant positive impact on business outcomes using data and analytics of Front Runners created a significant positive impact on revenues using data and analytics in the past 3 years. 69% 60% 53% Overall, Front Runner organizations use data to create a significant impact on business performance
  9. 9. IBM Institute for Business Value The competitive advantage Acquire Analyze Act 66% 61% 51% 43% 47% 44% 35% 36% 33% 35% 35% 32% 51% 42% 30% Acquire Analyze Act Front Runners Joggers The Pack Spectators Telecommunications Percentage of organizations that excel at these analytic processes CSPs CSPs CSPs Source: 2014 IBM Institute for Business Value analytics survey Only 30% of CSPs excel on acting on data, implying that their initiatives are not so much business-led
  10. 10. IBM Institute for Business Value Building Customer Focus Enhancing operational effectiveness Generating new revenues • Customer lifecycle and value • Customer experience • Advocacy metrics • Social and competitive monitoring • Cognitive analytics • Digital interaction • Process transformation • Data-driven business decisions • 3rd party social media • Mobile powered by analytics • Data-driven revenue streams • Data/Analytics as a Service • Data exposure via APIs • Managed environments for ecosystems • Internet of Things CSPs plans should focus on customer objectives, business operations and creating new platforms
  11. 11. IBM Institute for Business Value Building Customer Focus • Customer lifecycle and value • Customer experience • Advocacy metrics • Social and competitive monitoring • Cognitive analytics Building customer focus
  12. 12. IBM Institute for Business Value 81% 19% Customer focused Operations focused 40% 41% prioritize data and analytics to improve customer acquisition prioritize data and analytics to improve customer experience Telecommunications organizational objectives for use of data and analytics 47% 53% Customer focused All industries Telecom The survey reveals that CSPs’ plans with analytics are particularly focused on the customer relationship
  13. 13. IBM Institute for Business Value Acquire customers Expand relationship Voice of Customer Analytics Retain customers Risk Analytics Manage customers Analytics in customer life cycle Each phase in the customer life cycle can be supported by analytic methods or models
  14. 14. IBM Institute for Business Value 21% 56% 18% 5% Collect / Analyze Social Media Today Want to Collect / Analyze Social Media in the future No plans to Collect / Analyze Social Data Find Social Media of no value Status of collecting and analysing Social Media data within the CSP organization Only one-in-five CSPs analyses Social Media today though most have plans to do this in the near future
  15. 15. IBM Institute for Business Value Use all existing internal data on customers, both structured and unstructured 1 Blend internal data with data from external ecosystems to generate richer insights 2 Run analytics engines that are automated and contextual aware 3 Three foundamental steps for better customer understanding Descriptive Predictive Diagnostic Prescriptive Cognitive Analytic engines Internal & External data By leveraging both company-owned and external data, CSPs can make better decisions
  16. 16. IBM Institute for Business Value What is happening? Discovery and descriptive analysis What could happen? Predictive analytics and modeling Why did it happen? Diagnostic analysis What action should I take? Prescriptive analysis Cognitive Fabric Actions 54% of CSPs surveyed foresee using some form of cognitive analysis (i.e. iterative machine learning) in the next 12 to 18 months Cognitive computing is making analysis deeper and more contextual / real-time
  17. 17. IBM Institute for Business Value Know Me Leverage profile data for personalized insight into customer wants and needs to contextualize experience Engage Me Dynamic, evidence based omni- channel experiences that adapt to customer preferences Empower Me Interactive, informed natural language dialogue that enables insights at the point of action Cognitive systems unleash the power of great customer experiences customer
  18. 18. IBM Institute for Business Value • Add depth to customer profiles, interactions and operations by tapping into behavior patterns, trends and sentiments from both structured and unstructured data. Use also external data • Make the strategic leap from hindsight (descriptive and diagnostic analysis) to foresight (predictive and prescriptive analytics) • Invest in cognitive computing to perform more sophisticated analyses, and to fuel contextual and real-time customer engagement Recommendations
  19. 19. IBM Institute for Business Value Enhancing operational effectiveness • Digital interaction • Process transformation • Data-driven business decisions • 3rd party social media • Mobile powered by analytics Enhancing operational effectiveness
  20. 20. IBM Institute for Business Value CSP focus on analytic transformation 24% 25% 51% 34% 13% 53% Digital only transformation Process only transformation Digital and Process transformation Frontrunners all industries CSPs CSPs are focused on creating an end-to-end trans- formation, integrating data into business processes
  21. 21. IBM Institute for Business Value Descriptive (54%) Diagnostic (44%) Predictive (23%) Analysing what has happened Analysis to uncover why an event or outcome occurred Analysis to anticipate likely scenarios of what may occur in the future Analysis o provide suggested actions to optimize the intended business outcome Prescriptive (23%) Current extensive use of analytic methods across the CSP organization Still, CSPs are in the early phases of embedding analytics within business processes
  22. 22. IBM Institute for Business Value External Data Marrying CSP internal systems with social data sources – such as Twitter – will deliver a set of new enterprise applications to:  transform how CSPs understand their markets,  allow sales, marketing, and customer service professionals to map sentiment and behavior  learn about problems with new products/ services, or anticipate sudden shifts in moods and markets.  accelerate innovative product development by predicting long-term trends Enrich enterprise data streams with 3rd party data sources to support better business decisions
  23. 23. IBM Institute for Business Value The value of analytics for operaional effectiveness is further amplified by mobile Mainframes and minis Desktops/laptops Tablets, phones and wearables Insightful CSP • Intelligent organization • Automated processes • Empowered individuals Individual CSP • Integrated ecosystems • Insight at the point of engagement • Contextual actions in the moment Functional CSP • Efficient organization • Streamlined processes • Focused individuals Situational CSP • Networked organization • Dynamic processes • Responsive individuals Systems of Insight Systems of engagement Mobile Analytics Systems of record
  24. 24. IBM Institute for Business Value • Embed analytics within business processes to automate, drive or inform key business processes to act quickly and precisely in each situation. • Enrich internal data streams with 3rd-party social media (e.g. Twitter) to create a set of new enterprise applications to improve understanding of your markets. • Create a mobile strategy; empower employees to access insights from analytics anytime anywhere Recommendations
  25. 25. IBM Institute for Business Value Generating new revenues • Data-driven revenue streams • Data/Analytics as a Service • Data exposure via APIs • Managed environments for ecosystems • Internet of Things Generating new revenues
  26. 26. IBM Institute for Business Value CSPs may sell data to various market sectors including:  car manufacturing  retail and hospitality  healthcare and pharmaceutical  utilities  financial services  insurance  government  traffic managerment  home & building security  etc. The Big Data driven telecom analytics market alone is expect to grow at a CAGR of nearly 50% between 2014 and 2019. By end of 2019, the market will eventually account for $5.4 Billion in annual revenue CSPs may sell data in a: • Data as a Service (DaaS) model ór • Analytics as a Service (AaaS) model CSPs have an excellent opportunity to offer Business-to-Business data and analytics services
  27. 27. IBM Institute for Business Value Sense what is happening Build context Act quickly & consistently Decide what do do  Context Aware  Predictive and Prescriptive  Continuous real- time at scale The most critical factor for many ecosystems is the ability to manage real-time data, events and alerts Ecosystems The data that CSPs have access to has huge value for most ecosystems
  28. 28. IBM Institute for Business Value 28 23 November 2015 Developers Banking Consultants/SIs Healthcare Media Etc… ISVs Cloud Personal comms Security Mobility M2M Etc… Managed customer interface, services, platforms and networks Service providers & partnersCSP assets Consumers Business Government/ Industries Analytics It provides a huge opportunity in a CSP managed ecosystem to generate new revenue streams CSP Platform
  29. 29. IBM Institute for Business Value Device Registration & Connectivity Connectivity | Awareness | Security & Privacy | Asset mgmt Integration Mobile | Cloud | Enterprise Data services Historian | Cache | Search Managed APIs Share | Monetize Real-time Big Data Analytics Data Analytics | Event Analytics | Streaming Applications Runtime | Services Developers Employees More Things API API API API API M2M Analytics Cloud Partners Customers API enablement APIs will be the driver for this model; CSPs need to expose APIs to share their assets with others
  30. 30. IBM Institute for Business Value  Data exposure via APIs is becoming a major Big Data initiative for many many CSPs as it supports the development of new services for both internal operations, external developers and partners, and the IoT market.  It helps to:  grow revenue through new channels  increase brand recognition  accelerate delivery of mobile apps  facilitate partnerships  extend reach and usage  innovate  improve customer satisfaction APIs for CSP big data analytics are the number 1 new requirement for third parties and developers
  31. 31. IBM Institute for Business Value • Develop a good understanding of what extended ecosystems will mean to you. Evaluate the roles you can and want to play. Use the ecosystem to generate additional revenue in collaboration with third parties. • Turn your unique set of information into smart actionable data that enable ecosystem partners to build new innovative applications • Understand and embrace the API-led economy. Expose your distinctive assets to third parties, including big data and analytics, in the form of APIs to unlock additional business value Recommendations
  32. 32. IBM Institute for Business Value  How do you track customer behaviors, preferences and sentiments to better meet customer needs and wants?  To what extent are you using analytics to drive or inform business processes within multiple business functions?  How are you gaining competitive advantage by deploying analytics within your organization?  To what extent have you made analytics “consumable” for employees? How do you empower them to access insights anywhere?  In what ways are you exposing your data assets to other parties to create new revenue streams? Are you ready to compete on analytics?
  33. 33. IBM Institute for Business Value IBM.com/iibv

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