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The Customer-activated Telecom Provider (global C-suite study 2013)
- 1. IBM Institute for Business Value
The Customer-activated Telecom
Provider
Insights from the global C-suite Study 2013
The Customer-activated Telecom Provider
Insights from the global C-suite Study
© 2013 IBM Corporation
- 2. IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
4 Pulling together
2
© 2013 IBM Corporation
- 3. IBM Institute for Business Value
The IBM global C-suite Study draws on a decade of research with
over 20,000 interviews
6,300
CEOs
3
7,000
CIOs
2,200
CMOs
600
CSCOs
4,500
CFOs
1,500
CHROs
© 2013 IBM Corporation
- 4. IBM Institute for Business Value
This study covers 4,183 face-to-face conversations with CxO’s in
70 countries – 218 of them from the Telecommunications industry
Telecommunications distribution
North America
16
Western Europe
South America
47
Central and Eastern Europe
42
35
Japan
20
28
Middle East and Africa
30
Asia Pacific
Source: Question E–Participant Country; Telecommunications n=218
4
© 2013 IBM Corporation
- 5. IBM Institute for Business Value
The IBV Telecom industry and CxO studies are a set of reports,
identifying the challenges of CxOs in the changing telecom industry
Telco2015
Advocacy
2011
2010
Cloud
2012
Social
Analytics/
Big data
2013
2013
Mobile
2013
GIE
Digital
2014
2013
5
Click on pictures to access the documents
© 2013 IBM Corporation
- 6. IBM Institute for Business Value
In addition, our biennial Consumer Surveys – the most recent one
conducted in Fall 2013 – address related topics
Telecom Consumer survey Fall 2013 in 35 countries
6
© 2013 IBM Corporation
- 7. IBM Institute for Business Value
The Consumer Surveys thus enable us to compare views from the
‘supply’ side and the ‘demand’ side
Customer Spending
priorities for 2013 –
2015
Customers’ Attitudes
towards CSPs
7
Customers’ Adoption of,
Experience with, CSP’s
products and services
Customer Advocacy
and Antagonism
Customer Sources of
Information for CSP’s
products/ services
Customer Trust
in CSPs
© 2013 IBM Corporation
- 8. IBM Institute for Business Value
Much has changed since 2004: digitization has given customers far
more clout and transformed their expectations
2004
Focus on cost reduction
to deal with increasingly
global competition
8
2008
Business models evolve to
enable external partnerships
and collaboration
2014
The digitally active customer
moves to the top of the
C-suite agenda
© 2013 IBM Corporation
- 9. IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
4 Pulling together
9
© 2013 IBM Corporation
- 10. IBM Institute for Business Value
The Telecommunications perspective of the C-suite study draws on
input from six C-suite roles
C-suite composition Telecommunications sample
CSCO
6%
CMO
24%
CEO
23%
Role
distribution
CFO
7%
CHRO
7%
CIO
33%
CEO
23%
Source: Question E–Description current role; Telecommunications n=218
10
© 2013 IBM Corporation
- 11. IBM Institute for Business Value
Telecommunications CxOs think technology will be the most
important external force shaping the future of their enterprise
External forces impacting the enterprise (3–5 Years)
2010
2012
2013
2013
Telco CEOs Telco CEOs Telco CxOs
All industries
1
1
1
Technology factors
1
2
2
2
Market factors
2
3
3
3
Regulatory concerns
3
4
4
4
Macro-economic factors
4
5
5
5
People skills
5
6
6
6
Socio-economic factors
6
7
7
7
Globalization
7
8
8
8
Environmental issues
8
9
9
9
Geopolitical factors
9
Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; Global n=4,009; Telecommunications n=218;
2010/2012 Global CEO studies
11
© 2013 IBM Corporation
- 12. IBM Institute for Business Value
Some technologies impacting telecommunications are now
mainstream
Technologies 1978
Computer
1988
First
successful
PC,
launched
Apple
First
compact,
standalone
PC
Talking
bricks
Mobile phone
Internet
12
1998
Rise of
Windows
OS and
Wintel
systems
Miniaturization
and cost
reduction
Slow
speeds,
textual
content
2008
Today
Growth of
direct to
consumer
sales
Multi-media
and internet
(email)
enabled
Affordable
computing
expands
access to
PCs globally
Netbooks and
continuing
miniaturization
Smartphone
enters
consumer
market
Broadband ,
multimedia
content
Smartphones
are enabling a
new range
of business
models
Always
connected,
across
devices
Ubiquitous
connectivity
makes content
accessible
everywhere
© 2013 IBM Corporation
- 13. IBM Institute for Business Value
Other technologies such as social, mobile, analytics and cloud are at
the beginning of maturity, but already impacting telecommunications
Forces
Social media
explosion
2000
2005
Prevalence of
social networking
2010
Social apps harness
network effect for services
Miniaturization of
computing power
Mobile
revolution
Watson wins
Jeopardy
Power of
Analytics
Browser-based cloud
applications
Cloud
Enablement
13
Consumer cloud
services
Today’s/Future impact
• Decreasing revenue from
traditional communication
• Increasing Customer
influence/ power and
collaboration
• Increasing consumer demands
for immediacy and ubiquity
• Influencing all aspects of
business models and
operations
• Enhancing all aspects of
decision making and customer
experience
• Evolving new business models
and business ecosystems
• Increasing capabilities to
provide new services from the
cloud
• Evolving dramatically different
business models
© 2013 IBM Corporation
- 14. IBM Institute for Business Value
Telecom CxOs foresee major changes in their offerings enforced by
major changes in the competitive landscape
Shifting ground: business landscape changes
5%
90%
Maintain current
offerings
Develop new offerings
21%
71%
Competitors from
same industry
Competitors from other/new
industries, including OTTs
Neutral
“Data monetization will be very important in the future as
telcos reinvent themselves, as competition in the Business
As Usual markets increases with Over The Top offerings.”
CIO, Telecommunications, Canada
Source: Question E9–How do you see the landscape changing over the next 3 to 5 years?; Telecommunications n=218
14
© 2013 IBM Corporation
- 15. IBM Institute for Business Value
In addition, telecom CxOs also foresee major changes in engaging
and interacting with customers, and in partnerships
Shifting ground: business landscape changes
27%
55%
Operational
control
3a. Open up to
customer
influence
Organizational
openness
18%
68%
Partnering to
increase efficiency
Partnering to
increase value
27%
3b.Pioneer digitalphysical
integration
65%
Focus on customers
as segments
Focus on customers
as individuals
82%
12%
Face-to-face
interaction
Social/digital
interaction
16%
3c. Craft engaging
customer
experiences
75%
Smaller
partner base
Bigger partner
network
4. Pulling
together
Neutral
Source: Question E9–How do you see the landscape changing over the next 3 to 5 years?; Telecommunications n=218
15
© 2013 IBM Corporation
- 16. IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
4 Pulling together
16
© 2013 IBM Corporation
- 17. IBM Institute for Business Value
Close collaboration with customers is a clear ambition: nine out of ten
Telecom CxOs foresee doing so in the near future
Open up
to
customer
influence
17
2 January 2014
IBM Confidential
© 2013 IBM Corporation
- 18. IBM Institute for Business Value
Half of the telecommunications companies in our sample have a
weak digital-physical strategy – or none at all
Pioneer
digitalphysical
innovation
18
2 January 2014
IBM Confidential
© 2013 IBM Corporation
- 19. IBM Institute for Business Value
Recognizing the importance of customer experience management
and the required skills, Telecom CxOs are rebalancing their priorities
Craft
engaging
customer
experiences
19
2 January 2014
IBM Confidential
© 2013 IBM Corporation
- 20. IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
4 Pulling together
20
© 2013 IBM Corporation
- 21. IBM Institute for Business Value
Collaboration within the C-suite itself is also important – and CxOs
form an intricate web of relationships to drive performance
Pulling
together
21
2 January 2014
IBM Confidential
© 2013 IBM Corporation
- 22. IBM Institute for Business Value
We invite you to continue the conversation
Connect with us
For more information about this study and
to get the full version of this report, see
www.ibm.com/csuitestudy
22
Access interactive content and listen to
CxOs in their own words by downloading
the IBM IBV app for Android or iOS
© 2013 IBM Corporation
- 23. IBM Institute for Business Value
Key Contact
For more detailed
information on the C-suite
study, please contact:
Rob van den Dam
Global Telecom Industry Lead,
IBM Institute for Business Value
rob_vandendam@nl.ibm.com
23
© 2013 IBM Corporation