Cust experience research v04

customer experience
Research analysis
by Urmil Gohil

TEC-CCA01-CC_Customer_experiece_201005-ACC
Customer Experience Analysis: Methodology
Evaluation of Etisalat’s Customer Experience
• Getting to know
• Buying and activating
• Paying
• Contacting
• Leaving
Main findings
Agenda

Customer experience analysis: Methodology
From research to potential differentiators
Objective
Description
• Plan gathering of qualitative information
to measure Etisalat’s customer
experience
• Run field research through outsourced
agency
• Internet research for cross checking
information provided by Etisalat’s
personnel
Evaluate Etisalat’s customer experience
Identify and prioritize windows of opportunity and
identify key guidelines to be followed by the new
entrants
Phase 1: Evaluate customer experience Phase 2: Finding opportunities
• Identify windows of opportunity for
Tecom based on
- Customer life cycle
- Value proposition analysis
• Prioritise windows of opportunity
focusing on sustainable competitive
advantages
Group of controlled customers went through Etisalat’s customer experience and
collected qualitative feedback (Mystery Shopping, Mystery Calling)
• Identify windows of opportunity for
offering differentiated customer care
• Understand Etisalat’s positioning and
customer care quality

Customer Experience Analysis: Methodology
Scope: customer life cycle framework focusing on customer care
I. Getting to know II. Buying III. Activating IV. Using V. Paying VI. Contacting VII. Leaving
• Image/ prestige
of the brand
• Clarity of
communication
• Easy to access
information
• Offer acces-
sibility
(capillarity)
• Value for
money
• Easy to
understand
offer
• Professional
sales agent
attitude
• Ease of
payment
• Shop
“experience”
• Speed
• Convenience
• Transparency of
process
• Minimal bu-
reaucracy or
requirements
• Post-sales
usage support
and
information
(materials and
in-store)
• Ease of use
• Coverage
• Portfolio of
services
• Service
reliability
• Roaming
options
• Quality of
content
• Usage
information and
manuals
• Accuracy of bills
and charging
• Choice of
payment
instruments
• Spending
control
• Ease of use and
accessibility of
re-charge
methods
• Responsi-
veness
• Friendliness
• Consistency
• Technical/usag
e support
• Fast and fist
time resolution
complaint
resolution
• Access
channels
• One-stop-shop
• Flexibility
• Easiness
• Fairness
• Minimal
“bureaucracy”/
requirements
Payment and
recharging
options
5 Retention10
Main
customer
expectations
Areas of
analysis
Access to
information
1
2 Web
Channels of
contact
6
7 Service level
offered
9 Structure
8 Agents
performance
4 Activation process
3 Buying process
Focus of exerciseChecked but knowledge being enriched through exercise initiated by
marketing and sales

Getting to know – Own stores and customer care as information source
Current situation and windows of opportunity identified
• Own stores:
- 40 own shops around the country (15 Business
centers and 25 service centers):
 Abu Dhabi 13 (5B, 8S)
 Al Ain 5 (1B, 4S)
 Dubai 7 (5B, 2S)
 West coast 8 (2B, 6S)
 East coast 4 (1B, 3S)
 RAK 3 (1B, 2S)
- Used as a massive customer care channel
• Customer care:
- Web self-care ( www.e4me.ae for residential users
and www.etisalatb2b.ae for corporate)
- Call centre (7 x 24)
- General website ( www.etisalat.ae )
- Web chat ( www.etisalat.ae )
- E-mail (101@contactcentre.ae,
contactus@etisalat4me.ae )
- Call back (send a question through www.etisalat.ae
or voicemail and schedule a time for customer care
to call you back)
- Specific channels for basic information on recharge
options (electronic shops, petrol stations, etc), or
payment information (banks’ customer care)
• Use own distribution channels first and foremost
for sales…
• … while offering top notch customer care through
phone, eradicating the need for visits to stores for
care
• Rationalize NewTel online presence, one website
for all
- More details on next slide
• Distribution channels to be further analyzed and
strategy defined by marketing and sales
Access to
information
1
Current situation - Etisalat Windows of opportunity

Getting to know – web as source of information and customer care tool
Web
2
• Information website ( www.etisalat.ae )
- Information website for all Etisalat’s products:
Internet, fixed and mobile
- Most information is there, but site is poorly
structured, making navigation difficult
• Web self-care for residential users (www.e4me.ae
)
- Bill inquiry and payment for all services
(summarized or detailed bill format for current
+3 billing cycles)
- Bill summary and payment for other users (pay
bills of other subscribers without viewing
details)
- Subscription to supplementary Services for
GSM & Fixed phone lines
- Track status of applications
- Fault Reporting & Tracking
- Account management: linking accounts, change
contact details and get consolidated listing of all
Etisalat accounts along with details on
facilities/star services subscribed on each
account
• Web self-care for corporate users (
www.etisalatb2b.ae.ae)
- Bill Inquiry and payment
- Wasel recharge payments and subscription
renewal
- Account management
- Fault reporting & Tracking
- Subscription to supplementary services
- Tracking of Applications
• Develop one website, combining fixed and mobile
solutions and also serving as web self-care
- Self-care access only for clients by creating an
account with password
• Ensure intuitive structure
- Easy navigation and clear information on services
- Specific content and image for mobile and fixed
services (use color coding?)
- Improve content and facilitate self-help
• Clearly present all the basic pre/postpaid pricing
plan options
• Additional self-care options
- Band width upgrade
- Pricing plan changes
- Value-added service subscription
- Online shop for handsets and accessories
- ... (viability to be defined by marketing and sales)
• Include community/loyalty tools options
- Games
- Chat/ Forums
- … (to be defined by marketing and sales)

Web
Etisalat’s Information website
2
Etisalat has 3 poorly structured websites, making navigation and self-care
difficult
Mixed wireless and
fixed solutions
separated by segment
(business/consumer)
Unclear
Promotions/
new services
banners
Unstructured
information
Prepaid not
identified as such
No service
grouping, no tariffs
Prepaid not
identified as such
No service
grouping, no tariffs
Service names are
not intuitiveHomepage
does not show
services
available
www.etisalat.ae
No quick start
explanation
Service description
does not explain
anything

Buying and activating – a quick check
Buying
process
3
• In the shops
• Headcount
- Intensive headcount (front office personnel
always around 80% the number of customers)
• Training
- Not sales oriented (very few information and no
understanding of customer’s needs)
- Focus on pushing application forms
- Value added services not informed unless
asked
- Sales effort on prepaid lines
- Not well trained for corporate and postpaid
- Mostly friendly and educated personnel
• Application forms
• Easy to understand and simple to fill
• Process
• Prepaid – picture ID and application form
• Postpaid – same as prepaid plus income proof
for non-UAE residents
• Improve training on sales strategies
• Develop commercial mentality on personnel
• Improve training on services and promotions
- Reinforce corporate and postpaid packages
• Increase service quality perceived by client
- Contact person should be able to solve all problems
Activation
process
4
• Activation in own stores only
• Simple and fast (to be further analyzed and
verified by marketing and sales)
- Immediate activation at purchase of SIM in
Etisalat’s shops
- No activation call
- Prepaid SIM comes with AED 10 credit for
immediate use
• At least match Etisalat in terms of convenience
• Expand capillarity for SIM activation to third parties
(to be defined by sales and marketing)

Paying – a quick check
Payment and
recharging
5 • Etisalat offers many payment options
• Postpaid bill payment
- Etisalat cash payment machines (at Etisalat
offices and other convenient locations)
- Creditcard, cash or cheques at Etisalat
payment counters
- Web self-care (www.e4me.ae and
www.etisalatb2b.ae )
- Bank counters
- Banking service channels: ATMs, phone
banking, internet banking
- Cheques (deposited in Etisalat’s boxes or by
mail)
• Prepaid recharging
- Scratch cards of AED 30 and 60 are available
at Etisalat shops and alternative distribution
channels (petrol stations, electronics shops,
etc)
- Etisalat cash payment machines (recharges of
multiples of AED 50)
- Web self-care (www.e4me.ae and
www.etisalatb2b.ae )
• At least maintain Etisalat’s payment options
• Include new channels for payment and recharging:
- Customer care
- Direct debit (bank account and creditcard)
• Enable flexible recharging amounts and credit
validity for prepaid (to be defined by sales and
marketing)

Contacting
Channels of
contact
6
• Customer care channels
• Call center with agents support
- 101 (general contact center – fixed and mobile)
- 171/172 (fault reports – fixed and mobile)
- 8006464 (Mobile technical support)
- 8003463 (EZHelp for Wasel and E4me)
• IVRs
- 121 (prepaid balance check)
- 120 (recharging of Wasel prepaid lines)
- 122 (renew Wasel subscription and subscribe
to prepaid services)
- 125 (subscription to advanced services – fixed
and mobile)
- 142/143 (IVR billing information – fixed and
postpaid mobile)
- 182 (subscription to star services – fixed and
mobile)
• Other customer care channels
- Information website ( www.etisalat.ae )
- Web self-care ( www.e4me.ae for residential
users and www.etisalatb2b.ae for corporate)
- Web chat ( www.etisalat.ae )
- E-mail (101@contactcentre.ae,
contactus@etisalat4me.ae )
- Call back (send a question through
www.etisalat.ae or voicemail and schedule a
time for customer care to call you back)
• Etisalat’s service or business centers
- 40 shops in UAE
• Simplify access to contact center for customer,
reducing to a unique contact number
• Line should be automatically recognized and routed
to the appropriate team: fixed, mobile, prospect
• Systems should provide immediate customer
identification (customer profile pop-up) for tailored
assistance
• Provide one website combining all services and
self-care, in a very structured manner
• Expand “reactive” channels to “proactive” channels
such as Welcome Calls or outbound calls to
customers in order to check customer’s satisfaction

Contacting
Service level
7
• Opening hours
- Contact center is operating 7 days, 24 hours
- Most service centers are opened from Saturday
to Wednesday from 7h – 15h and 17h to 19h
and Thursdays from 8h to 13h
• Attention level
- Long IVRs until the customer reaches an agent
- Relatively long waiting time during peak hours
and non-business hours (4 to 7 min.)
- Estimated waiting time is not informed
- No integrated customer care (client has to
make several different calls until get to the
team/IVR responsible for serving the request)
- Customer care usually redirects customer to
shops instead of solving the problem
• Match Etisalat’s 7x24 contact center hours
• Possibly extend own shops opening hours
• Dimension call center to ensure fast response time
- 90% of the calls in less than 10 seconds
- In case of waiting queue, inform estimated waiting
time
- Create queue prioritization for high value customers
• Improve training in order to enable problems/
enquiries solving online
- Specialized teams should be able to guarantee a
high rate of problems/queries solution online
• Systems should enable modifications and services
activation/deactivation by CSRs directly
Agents
performance
8
• General customer service
• Agents from main customer care team (101)
are not well prepared to give basic information
such as:
- Advantages and disadvantages of postpaid
over prepaid lines
- Corporate contracts
- Additional services offered
• Level of customer service
• Perceived level of customer service depends
very much on the agent serving the call
- The level of know-how and expertise seems to
vary a lot among agents
- Different answers given to the same question
• Regularly train agents
- Have ‘stronger’ agents training the ‘weaker’ or
new agents
• Implement processes, scripts and manuals in a
knowledge base tool to support agents
• Create complete CRM knowledge base

Contacting
Structure
9
• Despite long IVRs agent are not always able to
give full or correct information
• Some complaints/requests are only assisted by
IVR or voice mail/call back
• Customers are usually redirected to shops or
other customer service numbers to
activate/deactivate or make changes on account
• Customer does not have personalized service (are
not recognized)
• Complaints are never logged
• One question resulted in different answers and
level of information from different agents
- It appears that agents do not follow structured
processes and scripts
• Services are only offered in English and Arabic
• Improve first line solution rates
- Training
- Customer care team segmentation/ specialization
- Never send customer to shop (except for sales),
open trouble ticket and call back with solution if
necessary
• Customer intimacy
• Provide tools for tailored services
- Account identification
- Call routing to adequate team (fixed/mobile
residential, corporate, VIP, etc)
- Client profile pop-up according to the line from
which customer is calling
- Flexible system to allow profile changes, services
activation/deactivation online, etc
• More language options
- recorded in client profile and automatically
redirected through account identification
• Clearly define a processes and scripts with easy
navigation for the agents, to guarantee service
quality

Customer Care: Customer experience research
Etisalat customer attention model: Assumed structure
101
2nd
line
Back
Office
service
1.1
General
team
Mobile Fixed
1.2
General
team
B.O.
Technical
Users
fixed
Users
mobile
Users
combined
All customers – Residential and Corporate
Mobile B.O.s
B.O.
Billing
Fixed B.O.s
B.O.
Billing
B.O.
Technical
Prospects
IVR
Onlineservices
Trouble
Ticket by
agent
Online transfer
Offline support
1a
125 8003463 8006464
CTI
2a
4.1
Technical
team
IVR
tech
4a
IVR
Adv serv
2b
142/143
IVR
CTI
billing
182
IVR
Fixed serv
IVR
Mob serv
CTI
171/172
IVR
Fault
report
122
IVR
Prepaid
serv
Offline
1st
line
Online
service
Etisalat has several contact numbers depending on inquiry, but customer care
teams do not seem to be specialized
Structure
assumed
according to
customer
experience
research
IVR
tech
3a

Agents performance
Calling 101 – General customer service
Questions
Ans-
wers
• Which are the
advantages of
having a
postpaid
contract as
opposed to
prepaid line?
• Which is the necessary
documentation for buying a
postpaid line?
• How can I
recharge my
prepaid?
• How can I
solve a
network
problem?
• Prices are
high and I
can’t control
my bill. How
can I
disconnect?
8
Agent 1
• There is no
advantage, a
postpaid line is
more
expensive…
• Postpaid lines
have roaming
• Passport, application form
and a salary proof of
minimum EAD 5,000
• At Etisalat
shops, Etisalat
cash machines,
and buying
scratch cards
• You should
take your
handset to an
Etisalat branch
• Your handset
is probably
damaged, you
should replace
it
• Go to an Etisalat
shop, clear your
balance and the
disconnection
will be immediate
• Prices are not
high, they are
standard! If you
want to
disconnect, go
to a shop
Agent 2
Evaluation
• Postpaid lines
have roaming
• Online tool was
never
mentioned for
prepaid
• Agents did not
try to
understand or
solve problem
• No retention
strategy nor
adequate
training
I. Getting to know II. Buying III. Activating IV. Using V. Paying VI. Contacting VII. Leaving
• Passport, application form
and a salary proof of
minimum EAD 2,500
• Inconsistem information on
minimum salary proof required
and lacking information (any
picture ID is valid: driver’s
license, labor card)
• NA
• Buying
recharge
cardsand at
Etisalat cash
machines

Getting to know
Retention
strategy/
disconnection
10
• No questioning about churn reason or a retention
offer
• Agent doesn’t even know who is the client
requesting disconnection
- It appears that Etisalat does not have any
retention strategy for customers that want to
cancel the service
• agent asks client to go to shop and request
disconnection
- Real time billing system allows immediate
balance clearance and disconnection
• Develop a retention strategy
- Argumentation
- Migration to more adequate pricing plans
- Retention plans
- Bonus
• Retention offers should be based on client’s value
and usage profile
• Allow easy disconnection in case client does not
accept retention offers
- Disconnection through contact center should be
possible after security checking of subscriber
- Eventual deposits should be credited in
customer’s bank account, or collected at shop, net
of remaining balance
- Easy disconnection maintains good operator’s
image

Main findings
Scope: customer life cycle framework focusing on customer care
• Use own stores primarily for sales, while offering high
quality service through customer care
• Rationalize online presence with one good structured
website for all services
- Information
- Selfcare
Access to
information
Personnel
training
Recommendations Impacts
• Reduced costs and high service quality in stores
• Increased customer satisfaction
• Reduce customer care call volumes through efficient
self-care
• Simplify access to contact center for customer, with
unique contact number
• Dimension call center to ensure fast response
• Have specialized teams within the contact center
• Implement online processes, scripts and manuals to
support agents
• Allow online account management and changes
• Develop retention strategy – Save team
• Implement systems that enable client automatic
identification and routing, ensuring personalized service
• More language options
Contact
center access
and
performance
• Improvement on first line solution rate – reduced
costs
• Improved efficiency perception by client
• Cut back churn rates
• Customer intimacy increases loyalty
• Customer care as differentiator also push sales
• Constant training to ensure first line personnel is up to
date to company’s P&S portfolio
• Intensive training on sales strategy
• Develop commercial mentality on personnel
• High service quality - every contact person is
perceived as able and willing to solve all customer’s
queries
• Improved customer satisfaction rates and loyalty
• Improved acquisition rate of new customers in all
segments

Customer experience research
Backup

Customer attention model: IVR tree 101 – general contact center
IVR
Eng/Arab
101
1 Repeat message
2 Return to main menu
8 Disconnect
1 Fixed services
2 Mobile services
3 Telex
4 PABX
2 Mobile services
Mobile Team
Fixed team
Fixed team
Front office agentsAutomated service
1 Fixed services
General team
fixed/mobile
1a
1.2
1.1
1 Special
services/
offers info
Recorded message IVR
2 Report a
fault
IVR
Enter number
5 All other faults
Enter number
3 Info on
how to
subscribe
to
Etisalat
IVR
Recorded
message
Recorded
message
1 Repeat message
2 Other announcement
3 More detailed info
4 How to subscribe
5 Return to menu
IVR
8 Disconnect
IVR
IVR
services
1b
1c
1d
1e
1f
1e
1.2
4 Subscribe or disconnect to any value added service Mobile Team
5 Leave a message or make a suggestion Recorded message/ voicemail
0 Customer
services/
miscellaneous
1 Mobile Services
2 Ordinary lines/ PABX
8 Change P.O. Box address
IVR
1g
Mobile Team
Fixed team
1.2
1.1
1.2
1.1
1.1

Customer attention model: IVR tree 125 mobile – advanced services (I of II)
Calling
from
mobile
line
IVR
Eng/Arab
125
2b
IVR
services
2c
1 Confirm subscription
9 End call
1 MMS
services
Recorded messageIVR
2d
9 End call
2 mubashia
service
Recorded messageIVR
2d
1 E-wap
9 M-net GPRS
3 mobile data
services IVR
2e Recorded
message
Recorded
message
IVR
2d
9 End call
9 End call
4 Voicemail
service
Recorded messageIVR
2d
9 End call
5 Missed call
notification
service
Recorded messageIVR
2d
9 End call
6 Message
forwarding
service
Recorded messageIVR
2d
…..
CTI
Fix/mob
2a

Customer attention model: IVR tree 125 mobile – advanced services (II of II)
125 is a fully automated service, with different IVR options depending on if
customer calls from mobile or fixed line
Calling
from
mobile
line
IVR
Eng/Arab
125
2b
IVR
services
2c
0 Missed call notification
1 MMS
2 E-wap
7 Information
on how to
use
services
IVR
2f
9 End call
3 M-net GPRS
4 Al Mersal message service
5 Mubashir (video conference)
6 SMS Breaking news
7 Other services
9 Exit
IVR
services
…..
CTI
Fix/mob
2a

Customer attention model: IVR tree 125 fixed – advanced services
125 for fixed lines has simpler information on fixed line services and allows
automated subscription to voicemail
Calling
from
fixed
line
IVR
Eng/Arab
125
9 End call
2b
1 Subscribe
to voicemail
Recorded message IVR
2 Information
IVR
services
3a
3b
Return to main menu
9 End call
Recorded message
IVR
3b 8
3 Finish call
CTI
Fix/mob
2a

Customer attention model: IVR tree 8006464 – Technical mobile support
IVR
Eng/Arab
8006464
4a
IVR
services
4b
1 Mobile services
8 MMS
9 M-net GPRS
1 Information
on
advanced
services
Recorded message
IVR
4c
5 Leave a message Voicemail
Recorded message
Recorded message
IVR
4d
1 Repeat message
8 Main menu
9 Previous menu
9 End call
1 Mobile services
8 MMS
9 M-net GPRS
2 Information
on service
charges
Recorded message
IVR
4c
Recorded message
Recorded message
IVR
4d
1 Repeat message
8 Main menu
9 Previous menu
9 End call
1 M-net service
8 MMS
9 Mubashia (video conference)
3 Talk to an
agent
IVR
4e
Technical team
4.1
5 End call
mainly a self care tool for advanced services, also allowing access to a more
specialized technical team

Cust experience research v04

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