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
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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
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