consumerlab OPTIMAL CONSUMER EXPERIENCE An analysis of how operators can maintain and improve customer satisfaction
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1 consumerlab OPTIMAL CONSUMER EXPERIENCE An analysis of how operators can maintain and improve customer satisfaction An Ericsson Consumer Insight Summary Report February 2012
2 contents Enhancing the consumer experience 3 Focus on the US market 4 Satisfaction vs importance 5 Combining satisfaction and importance 6 Optimizing the consumer experience 7 Meeting tomorrow s needs 9 Highlights from Brazil and Russia 10 Ericsson ConsumerLab has conducted research that identifies what really drives the consumer experience when using communication services. This research also shows what needs to be implemented to further enhance this experience. In order to fully understand what makes the consumer experience dynamic, Ericsson ConsumerLab has released a set of unique results that measure consumer satisfaction and importance. These identify the improvements that operators can undertake in order to optimize the experience. The research was conducted in three countries: the US, Russia and Brazil. This report focuses on the US study and briefly presents findings from the Russian and Brazilian markets. Ericsson consumerlab the voice of the consumer Ericsson ConsumerLab is a knowledge-based organization that provides consumer insight to influence strategy, marketing and product management within the Ericsson Group. Ericsson ConsumerLab has more than 15 years experience in consumer values and behavior research, including the way people act and think about ICT products and services. This insight helps operators to develop attractive revenue-generating services. Knowledge is gathered through a global research program which interviews 100,000 individuals in more than 40 countries and 10 megacities annually statistically representing the views of 1.1 billion people. This is based on both quantitative and qualitative research, and hundreds of hours of indepth interviews and focus groups with consumers from different cultures. This research includes general market and consumer trends, and in-depth insights into specific areas. To be close to the market and consumers, Ericsson ConsumerLab has team members working in most of Ericsson s market regions. Being part of the Ericsson Group gives the organization a thorough understanding of the ICT market and business models. This broad knowledge is unique and is the basis for Ericsson s credibility and integrity. Ericsson ConsumerLab is able to share the big picture, with an understanding of where the individual fits in and what this means for future trends and services. 2 CONSUMERLAB OPTIMAL CONSUMER EXPERIENCE
3 Enhancing the consumer experience Today, operators compete in a very different market to the one they faced only a few years ago. Consumers can choose from an abundance of brands, products and services when communicating, sharing, and socializing. Because of this, the market is increasingly driven by consumer needs and desires. People expect to be able to manage their service how they want, when they want and from any device. Ericsson ConsumerLab has conducted a study that uncovers consumer insights that operators can capitalize on in order to shape the future consumer experience. The results allow us to understand what represents an ideal consumer experience today and tomorrow for selected target groups of consumers. In such a competitive market, operators need to adapt by rethinking the way they interact with consumers. This study looks beyond the key parameters of price and quality to get a thorough picture of what really matters for the consumer experience. The Key findings > True picture Measuring satisfaction levels is not enough, by combining this with what is important to users, we get a true picture of the optimal consumer experience. > Over half are satisfied 62% of subscribers are satisfied with their operator. This level varies when asking the consumer how satisfied they are in a particular situation/interaction with their operator. > Different priorities The study clearly shows that different consumer segments have different priorities when it comes to what is most important in their relationship with their operator. > service and support most important Service and support has been measured as having the highest impact on the relationship with an operator today. The key driver being a service representative that is knowledgeable about the individual. > unmet needs There are still unmet needs that could further improve the consumer experience. These include transparency, efficiency and proactivity. CONSUMERLAB Optimal consumer experience 3
4 focus on the us MARKET Ericsson ConsumerLab met and spoke with 72 consumers from different demographic groups in Chicago and San Francisco to acquire an in-depth understanding of their experience when interacting with service providers. This has enabled us to identify the main expectations and frustrations that consumers have with operators that are not meeting their needs. There were recurring unmet needs voiced by consumers during the interviews. These included lack of transparency in billing, a generalized customer care approach and a lack of loyalty building. For example, consumers have complained that while their service bills had increased over time, better rates were made available to new customers through promotions. Loyal customers are therefore penalized by being forced to pay full rates. Figure 1: Overall satisfaction levels for each of the touch point areas 100% 80% 60% 40% 20% 0% Initial purchase process Completely satisfied Billing & payment Indifferent Account management Service & support Loyalty building Completely dissatisfied This latter disappointment is a reflection of consumer expectations which have been set by other industries, such as the travel and credit card market. These sectors regularly reward loyalty with better service or monetary incentives. Based on feedback from the consumers, a list of 58 separate questions were identified that could be used in an online survey. We categorized the results into five different touch point areas: service and support, initial purchase process, billing and payment, account management and loyalty building. Satisfaction was measured on three levels: 1. Overall satisfaction with the operator 2. For each touch point area 3. For each of the 58 questions We observed that satisfaction levels decrease when asking the consumer how satisfied they are with a specific situation/interaction with the operator. The more specific the questions, the more varied the answers were regarding satisfaction. Overall, it was found that 62% of respondents were satisfied with their operator. More than half of the consumers studied are satisfied with their operator; however satisfaction levels decline slightly as the consumer engagement process continues. Rewarding consumer loyalty through personalized service and attention is the touch point area that consumers indicate needs the most enhancements. We also observed that a large portion of consumers are indifferent, indicating that communication services are a low priority today. However, there is an opportunity to increase satisfaction for these consumers in the future. customer expectations In general, US consumers who have contacted their operator are less satisfied than those who have not. Those same consumers are also shown to have generally higher expectations of their operator. Of those that had contacted their operator in the last 6 months, 61 percent had wanted to upgrade or downgrade their services, 58 percent were calling to resolve a technical issue and 51 percent were interested in information about new services or products. Some consumers may have contacted their operator more than once. 4 CONSUMERLAB OPTIMAL CONSUMER EXPERIENCE
5 satisfaction vs importance Simply measuring how satisfied consumers say they are with their experience does not give us a full understanding of which expectations are most important to optimizing the experience. Therefore we have added another dimension that measures the importance of each question. The results show that service and support is the most important touch point area in the overall consumer experience today. Service and support is mostly driven by customer service representatives being knowledgeable about the individual. Initial purchase process is a close second. Figure 2: Importance levels of the five touch points TOday Initial purchase process Billing & payment Account management Service & support Loyalty building 29% 13% 2% 49% 8% Different consumers different needs Different consumer profiles have different needs. All touch point areas are important for the overall consumer experience but the touch point areas that are the most important differ between segments. Figure 3: Defining the touch point areas The initial purchase process is driven by an individual s ability to customize the service to meet their own specific needs. This is the most important area for more senior and less tech-savvy individuals. Billing and payment is of great importance to career-minded people. These groups of people are comfortable using technology as part of their everyday lives, and expect complete transparency regarding the financial aspect of their account. Loyalty building and account management are especially important for young professionals, as most are in the process of establishing their lives and have started to pay for services themselves relatively recently. questions Identified in qualitative research to measure the consumer experience Initial purchase process Billing & payment Account management Service & support Loyalty building CONSUMERLAB Optimal consumer experience 5
6 combining satisfaction and importance Figure 4: Combining satisfaction and importance Less satisfied More satisfied latent strengths MAINTAIN de-prioritize Prioritize Less important More important Identifying success By studying both the satisfaction and importance of each expectation, we are able to identify which areas operators have successfully implemented today, and what needs to be prioritized to raise the experience. 6 CONSUMERLAB OPTIMAL CONSUMER EXPERIENCE
7 OPtimizing the consumer experience there s always something you don t really want, like with my operator I did not want my landline. Parent San Francisco Operators already have many satisfaction drivers in place but there is still great potential for improvement across all touch point areas. Figure 5: shows the main expectations that have been successfully met by operators. Figure 5: Successfully met expectations Satisfaction drivers that have been successfully implemented Customization Give consumers the opportunity to personalize services to meet their specific individual needs Provide detailed information about each consumer to the customer support reps Speed Customer service representatives can make immediate decisions to solve problems more quickly Simplicity Continue with offerings that are easier to understand MAINTAIN Implemented drivers of satisfaction that need to be continuously maintained and enhanced Prioritize 24/7 customer support Maintain 24/7 availability of customer support for trouble shooting Drivers of satisfaction for the future consumer experience HIGH SATISFACTION, HIGH IMPORTANCE LOW SATISFACTION, HIGH IMPORTANCE Customization Speed Transparency Efficiency Simplicity 24/7 customer support Proactivity Consumers in control CONSUMERLAB Optimal consumer experience 7
8 OPtimizing the consumer experience Figure 6: Drivers to be prioritized It is not enough to just maintain the areas that work today. Service providers need to implement prioritized drivers to provide consumers with an optimized experience. Prioritize Drivers of satisfaction for the future consumer experience LOW SATISFACTION, HIGH IMPORTANCE Figure 6 shows the main drivers of satisfaction that need to be implemented in order to achieve the optimal consumer experience in the future. Creating the optimal consumer experience Transparency Avoid hidden clauses in contracts and other communications to the consumer Transparency Proactivity Efficiency Consumers in control Efficiency Guarantee that a problem will be resolved within a specific time period, with penalties if not achieved Proactivity Recommend cost savings based on past consumption Consumers in control Offer consumers the tools they need to keep track of usage and spending in real time I was disappointed when the trial price period changed without any notice and the rates went up. They re poor at explaining prices, services, and options. Young Professional Chicago 8 CONSUMERLAB OPTIMAL CONSUMER EXPERIENCE
9 Meeting tomorrow s needs Today, loyalty building, account management, and billing and payment contribute less to the overall consumer experience than initial purchase process and service and support. In addition to maintaining the satisfaction drivers that create a good consumer experience today, there is an opportunity in the future for operators to capitalize on consumer expectations that have not yet been fully met. These touch point areas currently contribute more to the consumer experience of young professionals and other tech-savvy consumer segments. We know from previous research that the usage patterns of such groups are an indication of the likely direction of future consumption patterns. When analyzed in detail, these consumer expectations call for proactivity and transparency to provide consumers with a greater feeling of control over their account. They are classified within the loyalty, account management, billing and payment touch point areas. CONSUMERLAB Optimal consumer experience 9
10 highlights from brazil and russia Figure 7: Importance levels of the five touch points in Brazil Initial purchase process Billing & payment Account management Service & support Loyalty building 1% 19% 32% 47% 1% Brazil Service and support is most important for the consumer experience in Brazil followed by account management and billing. The Brazilian consumer experience is characterized by high levels of control over usage and spending. This is mainly due to the fact that the majority of users are on prepaid payment plans. There is also high satisfaction with polite and friendly customer service representatives. However, a quicker response time is required to create the ideal consumer experience. A mandate to make immediate decisions would help customer service representatives to achieve this. 10 CONSUMERLAB OPTIMAL CONSUMER EXPERIENCE
11 Figure 8: Importance levels of the five touch points in Russia Initial purchase process Billing & payment Account management Service & support Loyalty building 1% 44% 4% 50% 1% Russia The service and support touch point area is most important for the consumer experience in Russia, followed by billing and payment. Russian consumers have high levels of control over their spending, due to the majority being on prepaid payment plans. In the Russian market there is a marked frustration regarding the lack of warning about service outages. Operators can improve on this by providing advanced warning before service interruptions, and offer compensation for lost usage. Regional survey variations Internet penetration is a lot higher in the US than in Brazil and Russia. The Russian and Brazilian respondents therefore represent the more techsavvy proportion of their country s population. US > Sample is representative of approximately 100 million people > 1,100 interviews > Online population who own and use a mobile phone and subscribe to an internet service Brazil > Sample is representative of approximately 42 million people > 900 interviews > Daily to weekly internet and mobile phone users Russia > Sample is representative of approximately 25 million people > 900 interviews > Daily internet users, highly educated, mobile phone users CONSUMERLAB Optimal consumer experience 11
12 Ericsson is the world s leading provider of communications technology and services. We are enabling the Networked Society with efficient real-time solutions that allow us all to study, work and live our lives more freely, in sustainable societies around the world. Our offering comprises services, software and infrastructure within Information and Communications Technology for telecom operators and other industries. Today more than 40 percent of the world s mobile traffic goes through Ericsson networks and we support customers networks servicing more than 2 billion subscribers. We operate in 180 countries and employ more than 100,000 people. Founded in 1876, Ericsson is headquartered in Stockholm, Sweden. In 2011 the company had revenues of SEK 226,9 billion (USD 35,0 billion). Ericsson is listed on NASDAQ OMX, Stockholm and NASDAQ, New York stock exchanges. The content of this document is subject to revision without notice due to continued progress in methodology, design and manufacturing. Ericsson shall have no liability for any error or damage of any kind resulting from the use of this document. Ericsson SE Stockholm, Sweden Telephone Fax EN/LZT R1A Ericsson AB 2012
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