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Market Study
Published: September 2006
Pages: For full details, please email keithw@cmsinfo.com
Tables: For full details, please email keithw@cmsinfo.com
From: GBP 1245.00   Buy Now!
Research from: Informa Telecoms and Media
Sector: Mobile Strategies

Minimising Mobile Churn Strategic Report provides an evaluation of the global telecoms market with specific reference to the impact of customer churn and the resulting decline in revenues. The report addresses and provides guidance on how to tackle churn in terms of business processes and through the use of available software solutions.

Key Coverage
-Understand why customers churn in the first place and what measures you can implement to prevent it
-Discover how to tackle churn in terms of business processes (refining customer care, loyalty schemes and customer segmentation and personalisation) and through the use of available software solutions
-Empower your organisation with a sophisticated understanding of the customer base, developing retention strategies and loyalty programmes for pre and post-paid customers
-Learn from real-life case studies how the major players in the market are dealing with churn and benchmark your performance against them
-Benefit from an exclusive new survey of industry professionals opinions on key trends in CRM and churn
-Profit from valuable suggestions as to how operators should adapt their strategies for the future.

Key Issues Discussed
Value of customer satisfaction: articulate the financial value of customer satisfaction to your business Profitability assessment: tying costs and revenues to specific customer segments to ensure products yield maximum profits Churn and loyalty management: predictive modelling and other techniques used to proactively retain and increase the revenues of profitable customers Business intelligence/analytics: data warehousing and mining techniques used to enhance decision making and uncover profitable data patterns Self-service: web and IVR-based strategies for lowering call centre and billing costs, keeping customers informed and making customer interaction more efficient CRM/customer care: personal interaction techniques and policies that improve the effectiveness of the call centre, helpdesk and field sales. Countries / Sectors / Companies Covered

Detailed case studies of major players including:
-China Resources Peoples Telephone Company
-Elisa
-Hutchison 3G
-Idea Cellular
-Kyivstar
-O2 UK
-Orange
-Sunrise
-T-Mobile UK
-T-Mobile USA
-Tesco Mobile
-Virgin Mobile

Who should read this report
Mobile operators
-Understand the facts on churn and churn management though market examples and real life case studies
-Gain an understanding of the direction the market is heading and how it relates to the needs of subscribers
-Learn about the segmentation strategies employed by your competitors and adjust your strategies accordingly
Vendors
-Discover operator strategies and determine how you can match their requirements
-Learn how you can partner with operators and handset manufacturers to target segments with more appealing services
-Identify strategies for creating successful mobile communities
Fixed-line operators
-Learn what mobile operators are planning in order to gain market share at the expense of your services
Industry analysts and consultants
-Gain a complete overview of how churn is impacting the telecoms industry, what retention strategies are being implemented and what technology solutions are available to achieve better customer management
Investment companies
-Find out about start-ups operating in the CRM space and determine which ones have the most promising business cases.

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Table of Contents

EXECUTIVE SUMMARY
Figure 1: Total global average monthly blended churn
Figure 2: Does churn still represent a growing problem for mobile operators?
Figure 3: Have overall levels of churn increased or decreased in the last two years?
Defining the market landscape
The role of customer satisfaction
Figure 4: Most important aspects of customer care
Managing the customer experience
Designing the customer experience
Defining churn
Defining customer retention and loyalty schemes
Customer-relationship management is not (just) technology
Key issues and trends in improving customer service
Bridging the gap between customer expectations and customer experience
Figure 5: Respondents’ views on the primary reason for churn among mobile subscribers
Consumer dynamics
Device management to monitor customer experience and reduce churn
Niche targeting for customer intimacy
Community focus
Contact centres and business-process outsourcing
Regulatory concerns
Customer satisfaction measurement approaches
Customer value system
Measuring and justifying the investment
Quality of service and experience assessment
Customer profitability and segmentation
The intelligence of the network
Detailed customer segmentation and profiling
Developing and managing effective customer segmentation models
Prepaid segmentation
The CRM solutions spectrum
Figure 6: Which three of the following factors do you perceive as the greatest challenges in CRM today and in 2007?
Churn prevention and loyalty strategies
Figure 7: Acceptable annual churn, as a percentage of total subscribers
Churn prevention strategies
Figure 8: Which department should be most responsible for managing churn?
Figure 9: Has your company implemented a churn reduction strategy in the last two years?
Reward schemes to achieve customer loyalty and reduce churn
Fighting churn by fostering loyalty
Figure 10: Impact of loyalty schemes on retaining customers
Types of loyalty schemes
Customer loyalty programmes
Prepaid loyalty and churn strategies
Figure 11: Monthly prepaid churn
Loyalty schemes for prepaid
Loyalty and retention drivers
Prepaid churn
Strategic challenges and opportunities
Revenue-generating opportunities
Environmental factors


CHAPTER 1 DEFINING THE MARKET LANDSCAPE
1.1 Introduction
1.2 The role of customer satisfaction
Figure 1.1: Service provider satisfaction index scores: prepaid segment
Figure 1.2: Customer satisfaction factor weights: prepaid segment
Figure 1.3: Service provider satisfaction index scores: contract segment
Figure 1.4: Customer satisfaction factor weights: contract segment
1.2.1 Understanding today’s consumer perceptions
1.2.2 Customer satisfaction and quality-of-service (QoS) benchmarks set by the NRAs
1.2.2.1 The Customer Service Guarantee (CSG)
1.2.2.2 India’s NRA case study
Figure 1.5: Parameters for cellular/mobile services
1.3 Defining customer-centricity
1.3.1 The customer as a financial asset
1.3.2 Key functions of ‘customer-centricity’
1.4 Defining customer expectations
1.4.1 Consumer demands continue to grow
1.4.2 Handsets design, technology and price
1.4.3 Network services (service plans, tariffs, customer service, billing, call quality)
Figure 1.6: Varying end-user experiences
1.4.4 Brand image
Figure 1.7: Boost card promotion
Figure 1.8: Boost online-help promotion
1.4.5 Impediments to adoption
1.5 Defining customer experience
1.6 Managing the customer experience
Figure 1.9: Value generation
Figure 1.10: Virgin Mobile promotions offering more than products and services
1.7 Designing the customer experience
Figure 1.11: How customer experience is constructed
1.7.1 People
1.7.2 Product
1.7.3 Presentation
1.7.4 Processes
1.7.5 Pricing
1.8 Defining churn
Figure 1.12: Measurement of churn
Figure 1.13: Customer churn by mobile telecommunications businesses
1.8.1 The dilemma of measuring churn
1.8.2 Causes of churn
1.8.3 Types of churn
1.8.3.1 Reasons for voluntary churn
1.8.3.2 Reasons for involuntary churn
1.8.4 Costs of customer churn
Figure 1.14: Estimated churn and total service revenues: UK 2000-2006
Figure 1.15: Illustrative churn impact per year
Figure 1.16: Does churn represent a growing problem for mobile operators?
1.8.5 Churn in different market segments
Figure 1.17: Churn drivers for customer segments
1.8.5.1 Prepaid churn
1.8.5.2 Corporate churn
1.9 Defining customer retention and loyalty schemes
1.10 Customer-relationship management: not (just) technology


CHAPTER 2 KEY ISSUES AND TRENDS IN IMPROVING CUSTOMER SERVICE
2.1 Bridging the gap between customer expectations and customer experience
2.1.1 The challenge of exploding interaction channels
2.1.2 Optimise customer care and network intelligence
2.1.3 Implement a customer-intelligence strategy
Figure 2.1: Customer intelligence strategy
2.1.3.1 Data availability
2.1.4 Customer intelligence tools and techniques
Figure 2.2: Multi-dimensional exploratory marketing to build ad-hoc solutions
Figure 2.3: Customer classification based on real data
Figure 2.4: Subscriber-profiles recognition
2.1.4.1 Alpha User vs. Early Adopter
2.1.4.2 Social networks and word-of-mouth marketing
2.1.4.3 Omega Users and social-network-based personalisation to increase sales
2.1.4.4 Social networks: a new marketing tool?
Figure 2.5: Marketing influence 30% vs. WOM influence 70%
2.1.4.5 Viral marketing
2.1.4.6 Customer lifetime value
Figure 2.6: Methodology to calculate past and future monetary value
Figure 2.7: Complaint-handling process
2.1.4.7 Integrating customer value and campaign management tools with the billing system
Figure 2.8: Using the billing system for campaign management
2.1.4.8 Drip marketing
Figure 2.9: Sunrise’s contact strategy
2.1.5 Multichannel realtime feedback consolidation
Figure 2.10: Customer-feedback sources
Figure 2.11: Channel preferences of consumers during the customer-activity cycle
2.2 Consumer dynamics
2.2.1 Product, service and brand leadership
2.3 Device management to monitor the customer experience and reduce churn
2.3.1 Secure device content
2.3.2 Unmanaged handsets increase customer care costs
2.4 Niche targeting to achieve customer intimacy
2.4.1 Customer intimacy
Figure 2.12: The world of extremes - a polarizing marketplace
2.4.2 The value of focusing on niche markets
2.4.3 Potential pitfalls in niche marketing
2.5 Community focus
2.5.1 The benefits of creating mobile communities
Figure 2.13: Top six postpaid-subscriber-acquisition costs, March 2006
2.5.2 Targeting consumer demographics
2.5.2.1 Corporate sector
Figure 2.14: Four main market opportunities
2.5.2.2 Youth market
2.5.2.3 Teenagers
2.5.2.4 Mobile sports
2.5.2.5 Hispanic market
Figure 2.15: Demographics of mobile TV subscribers, wireless and non-subscribers (US)
2.5.2.6 Female market
2.5.2.7 Senior consumers
Figure 2.16: Vodafone Simply: Sagem VS1 and Sagem VS2
2.6 Contact centres and business process outsourcing (BPO)
2.6.1 Latest industry trends and challenges
Figure 2.17: Outsourced contract announcements, by product and operator type
2.7 Regulatory concerns
2.7.1 The influence of privacy and data protection regulations
2.7.2 SMS spam control


CHAPTER 3 CUSTOMER SATISFACTION MEASUREMENT APPROACHES
3.1 Customer value system
Figure 3.1: Defining customer values
3.1.1 Voice of the customer
3.1.2 What drives customer value?
Figure 3.2: Operator approaches to customer value
3.1.3 Understanding the value drivers per profile
Figure 3.3: Establishing customer value
Figure 3.4: Sample of segmentation
3.1.4 Overall customer satisfaction improves financial performance
Figure 3.5: Increasing customer satisfaction 1% improves cash flow by US$55 million
3.1.4.1 Customer service
3.1.4.2 Retailing
Figure 3.6: Overall retail sales index rankings
3.1.4.3 Handset and brand image
Figure 3.7: Wireless-handset customer satisfaction index weights: 2005
Figure 3.8: Industry opinion - most-likely influencers of handset branding in 2010
3.1.4.4 Cost of services and customer behaviour
Figure 3.9: Operations costs
3.2 Expenses
3.2.1 Overhead expense
3.2.2 Network expense
3.2.2.1 Mobile network expense
3.2.2.2 Interconnect transport expense
3.2.3 Billing and customer care expense
3.2.3.1 Billing call-record process expense
3.2.3.2 Billing invoice-processing expense
3.2.3.3 Customer care expense
3.2.3.4 Collections and past-due expense
3.2.3.5 Sales and marketing expense
3.2.3.6 Billing issues
Figure 3.10: Customer-satisfaction index billing-attribute weights: US 2005
3.3 KPIs and customer value ties
Figure 3.11: Operational KPIs’ impact on financial KPIs
3.3.1 Measuring and justifying the investment
3.3.2 Hard vs. soft ROI metrics
3.3.3 Achieving short-term ROI with hard metrics such as AHT (average handle time)
3.3.4 Justifying the investment
3.4 Quality-of-service assessment
3.5 Quality-of-experience assessment


CHAPTER 4 CUSTOMER PROFITABILITY AND SEGMENTATION
4.1 The intelligence of the network
4.1.1 Making innovative use of the vast amount of customer data
4.1.2 Churn-prediction models
4.2 Detailed customer segmentation and profiling
4.2.1 Segmentation and market saturation
4.2.2 Developing and managing effective customer-segmentation models
Figure 4.1: Different approaches to segmenting the customer base
Figure 4.2: Segmentation - the observation of the customer base
Figure 4.3: Customer typology - the understanding of the customer base
Figure 4.4: Overview of customer types
Figure 4.5: Matrix of customer types and profitability strategy
4.2.3 Prepaid segmentation
4.2.3.1 Segmentation identification for prepaid
Figure 4.6: Age analysis forecast
Figure 4.7: Connex Romania’s five customer segments
Figure 4.8: Youth prepaid tariff implementations
Figure 4.9: Key characteristics of four segments identified by T-Mobile Croatia
Figure 4.10: Tunisiana’s residential segmentation
4.2.3.2 Youth segment (age 12 to 24)
Figure 4.11: Mobile phone ownership among US teens, by age, 2002 and 2004
Figure 4.12: Average Monthly Youth Mobile Spend 2004-2006
4.3 The CRM-solutions spectrum
Figure 4.13: CRM contract announcements
Figure 4.14: CRM/BSS component modules
4.3.1 A common information model
Figure 4.15: CRM strategy
4.3.1.1 Customer-relationship process
Figure 4.16 Stages in the relationship process
4.3.1.2 Personalisation as a churn-reduction tool
4.3.1.3 Event monitoring/feedback and complaint management
4.3.1.4 Channel management and conflict
4.3.1.5 Predictive modelling
4.3.2 CRM technology
4.3.2.1 Legacy systems
4.3.2.2 Replacement, integration and convergence
4.3.2.3 Storage capacity and software tools
4.3.2.4 Campaign-management software
4.3.2.5 Data warehousing/mining/visualisation and realtime scoring software
4.3.2.6 Reporting software


CHAPTER 5 CHURN PREVENTION AND LOYALTY STRATEGIES
5.1 Churn prevention strategies
Figure 5.1 Churn reduction must be viewed as a strategic-management issue
5.1.1 Involuntary churn due to bad debt
5.1.1.1 Level of debt write-off
5.1.1.2 Internal attitudes to bad debt
5.1.1.3 Collection techniques
5.1.2 Involuntary churn due to fraud
5.1.2.1 Technical fraud
5.1.2.2 Subscription fraud
5.1.3 Voluntary churn due to pricing and tariffs
5.1.3.1 Competition and regulatory drivers
5.1.3.2 Handset subsidies
Figure 5.2: Review of the Finnish mobile market
Figure 5.3: Elisa’s churn levels
Figure 5.4: Example prices for Elisa’s different packages
Figure 5.5: Vodafone Group total subscriber-acquisition costs
Figure 5.6: Vodafone Group total retention costs
Figure 5.7: Prepaid churn rates in subsidised and unsubsidised markets
Figure 5.8: Global subscriber-acquisition costs (US$)
Figure 5.9: Guide to handset prices and subsidies within each market
5.1.3.3 Cheap call charges
Figure 5.10: Likelihood of US households to switch mobile operators, by discount amount and operator (as a percentage of respondents)
5.1.4 Voluntary churn due to poor customer service
5.1.4.1 How consumers view customer service
Figure 5.11: How to make customers churn
5.1.4.2 Recognising dissatisfaction
5.1.5 Voluntary churn due to network problems
5.1.5.1 Network coverage
5.1.5.2 Network congestion
5.1.6 Voluntary churn due to competing technologies
Figure 5.12: Singapore mobile SAC and monthly churn
5.1.7 Churn due to contract conditions
Figure 5.13: Australian mobile SAC and monthly churn (in US$)
5.2 Reward schemes to achieve customer loyalty and reduce churn
5.2.1 Fighting churn by fostering loyalty
5.2.1.1 Acquisition
5.2.1.2 Activation
Figure 5.14: Risk/Revenue Matrix
5.2.1.3 Retention/save
5.2.1.4 Cross-sell/up-sell
5.2.1.5 Advocacy
Figure 5.15: Direct and indirect effects of loyalty
5.2.1.6 Proximus loyalty case study
Figure 5.16: Proximus annualised blended churn rate of registered SIM cards
Figure 5.17: Proximus Business Rewards programme threshold value
5.2.2 Customer loyalty in today’s mobile market
Figure 5.18: Is customer loyalty extinct?
Figure 5.19: Brand Keys customer loyalty leaders
Figure 5.20 Focus in the mobile industry
Figure 5.21: Integrated data management for personalised dialogue and campaigns
5.2.3 Types of loyalty schemes
Figure 5.22: 101 Loyalty combinations
5.2.4 Key elements to create and influence customer loyalty
Figure 5.23: How much of an impact do loyalty schemes have on retaining customers?
Figure 5.24: Do you have a loyalty scheme for contract customers ?
Figure 5.25: Do you have a prepaid loyalty scheme?
5.2.5 Programme Design Principles
Figure 5.26: What different types of loyalty programmes do you offer?
Figure 5.27: Key success factors for a loyalty programme


CHAPTER 6 PREPAID LOYALTY AND CHURN STRATEGIES
6.1 Loyalty schemes
Figure 6.1: Do you have a prepaid loyalty sceme?
6.1.1 Types of loyalty schemes for prepaid
Figure 6.2: Types of reward-based systems
Figure 6.3: Prepaid loyalty scheme rewards
Figure 6.4: Orange Romania prepaid call bonuses
Figure 6.5: Orange Romania recharge-value bonuses
6.1.2 Implementation frequency of loyalty schemes
6.1.3 Frequency of loyalty awards
Figure. 6.6: DiGi’s reward scheme
6.1.4 Loyalty clubs
6.1.4.1 T-Mobile Croatia’s Simpa+ club
Figure 6.7: T-Mobile Croatia Simpa+ club points matrix
6.1.4.2 Telstra’s Blue Lounge
Figure 6.8: Telstra’s Goals for Blue Lounge Loyalty Youth Portal
6.1.4.3 Sunrise’s prontomax
6.1.5 The prepaid customer lifecycle and impact of loyalty schemes
Figure 6.9: Customer relation lifecycle and contact management
6.2 Retention
Figure 6.10: Prepaid customer lifecycle
6.3 Loyalty and retention drivers
6.3.1 Handsets
Figure 6.11: Handsets as churn drivers in different segments
6.3.1.1 Vodafone Germany’s churn prevention initiative
6.3.1.2 Optimus Portugal’s Zero Cost campaign
6.3.1.3 T-Mobile Croatia’s handset upgrade promotion
6.3.2 Use of SMS
6.3.3 Recharge bonuses
6.3.3.1 Mobilkom Austria’s recharge promotions
6.3.3.2 Telstra’s recharge bonus targets high-ARPU users?
6.3.3.3 ? while Cellcom targets ‘light’ users
6.3.3.4 Vodafone Ireland’s recharge bonus
6.4 Acquisition
6.4.1 Activation bonuses
6.4.2 Referral schemes
6.5 Registration incentives
6.6 Key communication factors for prepaid loyalty programmes
6.7 Improving the prepaid proposition
6.8 Designing and implementing cost-effective loyalty programmes for prepaid customers
6.9 Prepaid churn
Figure 6.12: Behaviour traffic-light model for prepaid-recharge analysis


CHAPTER 7 CASE STUDIES
Figure 7.1: UK retail stores’ market share
Figure 7.2: Tesco product sample
Figure 7.3: DNA typing of Tesco product
Figure 7.4: Tesco’s sources of customer insight
Figure 7.5: Tesco’s image of customers
Figure 7.6: Tesco’s communication strategy
7.1 MVNO case studies
7.1.1 Tesco Mobile: tariff simplicity
Figure 7.7: Tesco Mobile
7.1.2 Virgin Mobile
Figure 7.8: Virgin Mobile brand differentiation
Figure 7.9: Virgin Mobile brand values/touchpoints
7.1.3 Saunalahti
7.2 Operator case studies
7.2.1 O2 UK Human Touch
7.2.1.1 Improving realtime customer information
7.2.1.2 Improved results and the way forward
7.2.3 Kyivstar
Figure 7.10: Ukraine customer base/market share March 2006
7.2.3.1 Kyivstar’s churn-reduction strategies
Figure 7.11: Kyivstar churn levels 2004-2006
Figure 7.12: Kyivstar’s churn-reduction strategies
7.2.3.2 Kyivstar’s customer-retention strategies
7.2.3.3 Results
7.2.3.4 Efficient interactions with subscribers
7.2.3.5 Conclusions
7.2.4 Idea Cellular
7.2.4.1 Products and services
Figure 7.13: Idea’s products and services
7.2.5 T-Mobile UK
7.2.5.1 U-Fix
Figure 7.14: U-Fix price plans
7.2.6 Orange
7.2.6.1 Orange Wednesdays
Figure 7.15: Orange Wednesdays promotion
Figure 7.16: How Orange Wednesdays works
7.2.6.2 Flytxt’s technology
Figure 7.17: GPRS terminal for Orange Wednesdays transactions
7.2.6.3 How the idea was born
7.2.6.4 What Orange wanted to achieve
7.2.6.5 Immediate short term-impact
7.2.6.6 Overall results
7.2.6.7 Primary challenges and solutions
7.2.6.8 Conclusions
7.2.7 Hutchison 3G (UK)
7.2.7.1 WePay
Figure 7.18: Prepaid as a percentage of total subscriptions in the UK
7.2.8 Orange Romania
7.2.9 Sweden’s Tele2
Conclusions
7.3 China Mobile Peoples Telephone Company
7.3.1 Using customer satisfaction as a key differentiator
7.3.2 Loyalty programmes and retention strategies
7.3.3 Segmentation strategies
7.3.4 Investments in self-service
Conclusions
7.4 T-Mobile USA
7.4.1 Honesty strategy
7.4.1.1 The results
7.5 Sunrise
7.5.1 CRM Model Case Study
7.5.1.2 Sunrise’s CRM model at a glance
7.5.1.3 The challenges
7.5.1.4 The results
7.6 Elisa
7.6.1 The war for market share
7.6.2 Influence of price competition and mobile number portability
7.6.3 Elisa’s discount and premium brand differentiation
7.6.4 Elisa’s differentiated retention strategy
7.6.5.1 The results


CHAPTER 8 STRATEGIC CHALLENGES AND OPPORTUNITIES
8.1 Revenue-generating opportunities
8.1.1 How to eliminate obstacles
8.1.1.1 Measure
8.1.1.2 Study
8.1.1.3 Optimise
8.1.1.4 Repeat
8.2 Environmental factors
Figure 8.1: SPIN analysis
Figure 8.2: Segmentation methods for effective customer development
8.3 Keys to prolonging episodes of customer emotional commitment
8.3.1 Strategy formulation
8.3.2 Partner management
8.3.3 Back-office support
8.3.4 Touchpoint management
8.4 Roadmaps and value chains
8.4.1 Roadmap to customer intimacy
Figure 8.3: Customer-relationship process
8.4.2 Roadmap to customer loyalty
Figure 8.4: The touchpoint roadmap
Figure 8.5: The loyalty connection
8.4.3 The mobile value chain and mobile marketing-strategy network
Figure 8.6: The current mobile ecosystem
Figure 8.7: Mobile marketing ecosystem (strategic network)
8.5 Influence your customers to recommend you to others
Figure 8.8: Growth by word of mouth


CHAPTER 9 INDUSTRY SURVEY, ANALYSIS & CHURN DATA
9.1 Overview of survey
9.1.1 Aims and methodology
9.1.2 Company analysis and geographical breakdown of respondents
9.1.2.1 Company characteristics
Figure 9.1: Respondents by industry sector
9.1.2.2 Geographical characteristics
Figure 9.2: Geographical breakdown of respondents
9.2 Answers to survey questions
9.2.1 Is churn as a growing problem?
Figure 9.3: Does churn still represent a growing problem for mobile operators?
9.2.2 What is an acceptable level of churn?
Figure 9.4: Acceptable annual customer churn figure as a percentage of total subscribers
9.2.3 Perception of current mobile churn levels
Figure 9.5: Have overall levels of churn increased or decreased in the last two years?
9.2.4 The impact of MNP on churn
9.2.5 Reasons for subscriber churn
Figure 9.6: Respondents’ views on the primary reason for churn among mobile subscribers
9.2.6 Why do operators need to reduce churn?
Figure 9.7: Most important driver for operators to reduce churn in their business
9.3 Survey responses to questions for operators only
9.3.1 Current churn levels
Figure 9.8: What is your monthly prepaid churn?
Figure 9.9: What is your monthly postpaid churn?
9.3.2 Customer satisfaction
Figure 9.10: Overall, how would your customers rate their level of service and product satisfaction?
9.3.3 Customer care
Figure 9.11: What is the most important aspect of customer care?
9.3.4 Impact of loyalty schemes on retaining customers
Figure 9.12: How much of an impact do loyalty schemes have on retaining customers?
9.3.5 Responsibility for managing churn
Figure 9.13: Which department should have most responsibility for managing churn?
Figure 9.14: Operator respondents by job function
9.3.6 Have operators taken steps to combat churn?
Figure 9.15: Has your company implemented a churn-reduction strategy in the last two years?
9.3.7 Use of consultancies in churn-management projects
Figure 9.16: Has your company used consultants in your churn-reduction project?
9.3.8 Use of software solutions in churn-management projects
Figure 9.17: Has your company implemented software solutions to target churn?
Figure 9.18: What kind of software has your company invested in?
9.3.9 Return on investment
Figure 9.19: Expected time for ROI on churn projects
9.4 Defining CRM: questions for operators and vendors
9.4.1 Scope of CRM
Figure 9.20: Which functions do you perceive as coming with the scope of CRM?
9.4.2 Most-important CRM functions
9.4.3 CRM within the company
Figure 9.21: How is responsibility for customer care divided?
Figure 9.22: CRM functions handled by a specialist team
9.4.4 Current and future problems in CRM
Figure 9.23: Which three of the following factors do you perceive as the greatest challenges in CRM today and in 2007?
Figure 9.24: Which department has prime responsibility for purchasing CRM systems?
9.4.5 CRM systems: questions for operators only
Figure 9.25: Do you have specialist CRM systems in place?
Figure 9.26: Operators’ plans to purchase CRM solutions
9.5 Survey responses to questions for vendors only
Figure 9.27: Vendor participants’ roles within their companies
9.5.1 Geographic spread of vendor respondents
Figure 9.28: Where vendor respondents are based
9.5.2 The CRM market
Figure 9.29: Vendors’ current and planned solutions
9.6 Survey conclusions
9.7 Churn data
Figure 9.30: Blended (prepaid and postpaid) churn data 2004-2005 (%)
Figure 9.31: Postpaid churn data (%)
Figure 9.32: Prepaid churn data (%)


CHAPTER 10 CONCLUSIONS AND RECOMMENDATIONS
10.1 Customer insights
10.2 Recommendations for putting the customer first
1. Create a customer experience governance model
2. Improve customer knowledge through analytical tools and techniques
3. Constantly educate and empower the consumer
4. Customer-centricity should play a fundamental role in the company culture
5. Senior management must be involved in the customer-centric strategy
6. Accountability at all levels and across all departments
7. Customer satisfaction tracking and measurement
8. Visible customer service processes and representatives
9. Regular staff training and education
10. Simple recognition and reward systems
10.3 Market trends
10.4 Strategic recommendations for churn reduction

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