Telecommunications Point of View October 2014

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1 for a Smarter Planet Telecommunications Point of View October 2014 Peter Harrison Smarter Planet Industry Solutions Leader Central and Eastern Europe IBM Software Group

2 Major trends are driving the change agenda for CSPs: Smarter Communications Consolidation continues 15 multi-country (10 or more countries) companies now control > 3 billion subs OTT providers thrive 4 companies make up 70% of the total market value of the top 25 drivers of internet traffic: Apple, Google, Amazon and Facebook Mobile data explodes By 2016, mobile traffic projected to grow to 11 exabytes/month; 70% video content Consumers are seizing control Only 18% of people trust information from telcos 2 Copyright IBM Corporation 2014

3 Despite challenges, the communications industry today represents tremendous growth potential Marketing opportunity to capitalise on this Growth in mobile communications Customer advocacy Data growth New market opportunities 1,4 billion 55 percent 1.2 million 50% Smart phones in use by Increasingly social and business is done through the mobile. CSPs are *the* enabler for the mobile & social! of CSP customers worldwide are considered antagonists and can be converted to advocates Advocates spend more and encourage their friends video minutes the equivalent of 833 days is expected to travel the Internet every second by 2016 How to stimulate data use? annual growth in the number of M2M device connections by 2021 New CSP opportunities in utilities, payments, smart home, cloud,...

4 Around one third have decreased or will decrease buying retail or communication products/services in shops by buying them now online RETAIL products/services COMMUNICATION products/services Increase(d) 18% 10% 21% Significantly Reduce(d) Moderately Reduce(d) Increase(d) 14% 10% 21% Significantly Reduce(d) Moderately Reduce(d) 51% No Change 56% No Change 31% of respondents said they have reduced or will reduce buying retail products in shops by buying them now online 31% of respondents said they have reduced or will reduce buying communications products in the CSP retail store by buying them now online 4 Source: 2014 IBM Global Telecom Consumer Survey, To what extent have you reduced or will you reduce - the following by using alternative channels?

5 The mobile phone and the laptop are seen as the most valuable devices to access the Internet How valuable is each of the following devices for you to access the Internet? MOBILE PHONE LAPTOP / NETBOOK Desktop PC TABLET Very Valuable Moderately valuable Little valuable / Not applicable 80% 11% 9% 74% 12% 14% 57% 18% 25% 49% 17% 34% 80% of respondents identifies the mobile phone as the most valuable device to access the Internet Internet-enabled TV 32% 19% 49% GAME CONSOLE with Internet connection 25% 17% 57% ereader 25% 18% 57% OTHER (e.g. Internetenabled Blu ray player) 24% 19% 57% 5 Source: 2014 IBM Global Telecom Consumer Survey, How VALUABLE are the following devices for you to access the Internet?

6 Industry imperatives key use cases Create and deliver smarter services to rapidly generate new revenue and increase differentiation. Managed Service Provider Location based services Machine-to-Machine Solutions Telco-enabled Smarter Cities Solutions for specific industries (banking, healthcare, ) Data monetisation Build smarter networks to optimize and monetize next-generation networks. Network Analytics Intelligent Site Operations Smarter Network Optimization Intelligent Data Services discreet charging for better QoS Smarter Communications Personalize Customer Engagements to maximize the value of each customer with a compelling marketing, shopping, and service experience. Smarter Campaigns Pro-active call centre Social media insight Customer experience Transform operations for business and service excellence. Product knowledge hub Voice and data fraud In-flight analytics warehouse transformation Service Assurance 6 Copyright IBM Corporation 2014

7 for a Smarter Planet Smarter Marketing - Intelligent Campaigns 7

8 Traditional marketing needs to evolve to create/increase Customer Advocates for the CSP Traditional Batch Campaigns Smarter Communications I have an offer for products I ll tell people about it when I choose to Offer Customer initiated, behaviour driven I have a customer with a change in behavior that suggests a need I ll present an offer now, when they need it Offer Offer Offer Offer 8 Copyright IBM Corporation 2014

9 Customers seem to increasingly prefer to help themselves, a good move for both customers and the CSP as this can lower support costs Self Service Human interaction (live agent) Contact history Status checks Pay bills & recharge accounts Track usage & get detailed bills Set alerts & limits Know outstanding bills/amounts Information on buy products 78% 22% 77% 23% 77% 23% 76% 24% 75% 25% 75% 25% 74% 26% Know current plan / change it 71% 29% Change administrative information Info on comms products/services Dealer/retail store location enquiries Get offers customized for you Registration Start/stop subscription services Best plan based on your usage pattern Raise service issues & track them 70% 30% 68% 32% 68% 32% 65% 35% 64% 36% 63% 37% 56% 44% 56% 44% Source: 2014 IBM Global Telecom Consumer Survey, Please indicate your preference for either self service or human interference (live agent)? 9

10 Much more than any other industry, CSP respondents define big data by the capabilities needed to do analytics on information real-time Real-time information streaming Digital feeds from smart devices, sensors, social and syndicated data Instant awareness and accelerated decision making For CSPs the real time aspect is extremely important as locationbased services, smarter network operations, intelligent marketing campaigns, next best actions, and fraud detection require a more contextual real-time view of information. Defining big data Real-time information Non-traditional sources of information A greater scope of information The latest buzzword New kinds of data and analysis Data influx from new technologies Large volumes of data 21% 13% 11% 18% 11% 8% 9% 16% 8% 13% 0% 8% 15% 40% CSP respondents All-Industry respondents 10 Source: Analytics: The real-world use of big data, a collaborative research study by the IBM Institute for Business Value and the Saïd Business School at the University of Oxford. IBM 2012 Copyright IBM Corporation 2014

11 How CSPs can leverage the vast amounts of data they collect into usable and actionable insight for the Empowered Customer? Millions of events per second Actionable insight xdrs Billing CRM Location Account Mgt Internet Network Dropped Calls Outgoing International Calls Call Duration Extra Call Invoice Issued Invoice Paid Contract Expiration Acquired new products Change contracts Entered new cell Customer is roaming Customer is at home New Top-Up 5 minutes left on pre-paid Changed Home Location Brand Reputation Customer Sentiment from Social network Broadband Saturation Congested Cells Streams of intelligence 3 dropped calls in 10 minutes Customer is close to a store Customer enters a shopping area Invoice paid + liked competitor Smart phone browsing pattern Customer is watching an OTT video Who is THIS customer and what do THEY want/need? What just happened to this customer? and what s the best action? What should I be OFFERING specific customers to improve individual ARPU/profitability? Active Customer Profile 11 Copyright IBM Corporation 2014

12 for a Smarter Planet Customer Experience 12

13 Customers expectations are soaring and going unmet Smarter Communications What customers want: Self-serve Relevant Personal Seamless 80% of CEOs think they deliver a superior customer experience Only 8% of their customers agree 13 *SOURCE: The State of Marketing 2013: IBM s Global Survey of Marketers, IBM Center for Applied Insights Copyright IBM Corporation 2014

14 Globally, CSPs score -19 on the Net Promoter Score scale (ranging from -100 to +100), calculated over all countries surveyed The Net Promoter Score (NPS) is the traditional measure of word-of-mouth advocacy. The score is calculated by simply asking consumers on a scale of 0 to 10 their likelihood to recommend a specific company or brand. According to the theory : Promoters (score 9-10) are loyal enthusiasts who will keep buying and refer others, fueling growth. Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings. Detractors (score 0-6) are unhappy customers who can damage the brand and impede growth through negative word-of-mouth. Detractors Passives Promotors 41.8% 35.6% 22.4% NPS = Source: 2014 IBM Global Telecom Consumer Survey, How likely are you to recommend your primary telecom provider to a colleague or friend?

15 Connection Speed (upload/download) Cost (value for money) Accessibility/coverage everywhere Reliability of connection (e.g. # disconnections) Quality of content delivery Customer Service Transparency & accuracy of billing Meets social interaction needs Number of mobile apps Consistent experience across channels Services relevant to current location Services related to preferences Smarter Communications Connection speed, value-for-money, coverage and reliability are the most important aspects to subscribe to services from a provider 79% 77% 75% 67% Key factors to subscribe services from a provider 38% 37% 30% 22% 18% 79% of respondents identify connection speed as an important factor to subscribe to services from a provider 14% 13% 10% Source: 2014 IBM Global Telecom Consumer Survey, In subscribing to services from a telecom provider, what are the most important aspects for you? 15

16 Managing customer experience The key factor influencing experience is perceived service quality As the shift to self-service via digital channels (e.g. Website, mobile app) accelerates, the experience through this channel becomes more critical: Poor web experience = lost orders, frustrated customers, complaint calls Word of mouth is also important for positive experiences: 53% of consumers would tell others about a good experience 61% use opinions of friends as criteria when choosing a provider IBM solutions can help you manage network and web experience Customer Experience Suite: enables personalised digital experience Tealeaf Customer Experience Management: Understand and improve online experience The Now Factory (an IBM company): unique insight into customer experience using mobile services and the impact of apps on the data network 16 Copyright IBM Corporation 2014

17 for a Smarter Planet Smarter Services to generate new sources of revenue 17

18 Smarter services: characterized by three attributes Personalized for each customer Large number of varied services that open new markets New Service New Service CSP New Service Trialed, adapted, and scaled quickly Scale Automate Promotion Engine & Promote Customer Insights Leverage analytics to identify new service opportunities Build Customer New Service New Service Fail, Succeed, Adapt Market Test Monitor Analyze From: A few services that consume months to launch and generate most of the CSP s revenue To: Many targeted services that are launched rapidly and in the aggregate, represent a growing profitable revenue stream. 18 Copyright IBM Corporation 2014

19 Concept - The telco as a Managed Service Provider 19 Copyright IBM Corporation 2014

20 Representative Internet of Things (IoT) Use Cases Industry Clusters Industry Applications Clients Distribution grid monitoring E&U Outage management Regional energy management Condition based maintenance Heavy Assets C&P Digital oil production Exploration, drilling and operation T&T Enterprise fleet management Fuel consumption optimization Connected Devices Automobile Electronics Vehicle condition management Driver behavior analysis Device condition management Customer behavior analysis Smarter Cities Traffic Environment Smart transit Congestion management Air quality monitoring Intelligent Water 长 城 金 点 GoldeNet 20 Copyright IBM Corporation 2014

21 for a Smarter Planet Thank You Questions? 21

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