At the end of 2018, we helped our client to standardize the processes of connecting subscribers to a unified quality standard and transmit a personalized approach through them. To solve this task, it was necessary to determine the criteria for quality customer service, understand to what extent the digital service met them, and identify what needed to be done to achieve a better experience.
We studied the processes carefully and developed a benchmark for evaluating the experience in three services: virtual telephony, television for businesses, and video surveillance. These services correspond to three key product directions - communication, content, and control - on which the company relies in its product strategy.
The insights from the research let telecom company to improve digital service quality, increase the conversion of new user connections, and raise the satisfaction level.
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In-depth interviews and CJM helped identify problematic areas in the processes. To obtain the most comprehensive information about the connection process, respondents who had recently gone through this process were selected: new subscribers who had connected no more than 3 months ago, subscribers on trial periods, and former customers who had switched providers 3 to 6 months ago.
The interview results helped form an overall picture and create Customer Journey Maps for each product. On the maps, areas where customers encounter difficulties were marked: where response expectations were exceeded, where information was lacking, or where different customer scenarios were not considered. The maps also helped identify offline segments of the process that, through digitization, improve the customer journey.
Mystery shopping and benchmarking revealed the company's position in the market. In the second stage of the research, mystery shopping was conducted, and a detailed map of the customer journey undertaken by real customers under Markswebb's control was created. Legends and scenarios for buyers were developed using the maps and materials from the previous stage of the research.
At the beginning, we encountered a revelation: the first five companies approached by mystery shoppers refused offline connections and directed them to call the customer service. Therefore, all 17 purchases were made through remote channels. After the connection, we used the services for three months, generating all the scenarios a user could encounter: breakdowns, tariff changes, bill payments, and more. All the data obtained was entered into the CJM, enriching them with details and new insights.
Quality criteria were formulated for each stage of the CJM, and their weights were determined through an online survey of customers, with over 900 questionnaires completed.
Telecom digital services in research perimeter were then assessed on a 100-point scale and three metrics were created, showing the current level of customer experience in the market for each service. The metrics showed that the market is still in the process of establishing quality standards for customer experience, with only a few companies scoring over 50 points out of 100 in at least one of the services.
The most crucial aspect of television is fast connection and setup.
The market demands faster connection as customers want to start using the service as soon as possible. Therefore, most recommendations for improving the experience focused on the contract signing and service setup stages. Other recommendations addressed the flexibility of the process.
Researchers also recommended sending the contract for signing before the connection, so that customers could start using the service immediately after the equipment installation. The ability to schedule a convenient time for technicians would allow for an individualized approach, which entrepreneurs highly value.
For video surveillance, quality customer support was prioritized.
The majority of recommended improvements focused on optimizing and automating interactions. For example, transitioning to electronic document management would speed up contract signing and accelerate invoice issuance and payment. Additionally, self-service activation of services in the personal account simplifies their acquisition and frees managers from receiving and processing requests.
In the case of virtual PBX, the focus was on accelerating connection and document approval. At the initial stage of virtual PBX setup, almost all providers had insufficient communication with customers. Researchers recommended, first and foremost, improving response time to incoming requests, optimizing the process of agreement on service conditions, simplifying service usage through onboarding and streamlining access to the personal account.
The first improvements yielded quick results. All recommendations were prioritized based on implementation complexity and speed, and added to the service backlog. Many small improvements that were implemented quickly generated a synergistic effect in a very short period.
By the first quarter of 2021, 80% of the improvements proposed by Markswebb researchers were implemented. Customer service immediately noticed that sales bonuses were being credited faster. For more complex tasks, separate projects were launched and are expected to be completed by the end of the year.
The average revenue per user (ARPU) increased by 33%. Finally, the customer satisfaction score (NPS) increased by 22%, which is one of the most important indicators for telecom providers whose strategic goal is to maintain customer loyalty and reduce churn.
By mid-2021, there was a 25% improvement in the sales conversion rate throughout the funnel: from lead to customer, from customer to promoter who is willing to recommend the service to acquaintances. The number of convergent customers also increased, as users of one B2B product started purchasing additional services more frequently.
This case study demonstrates the effective use of customer development and benchmarking methodologies to enhance telecom services. By focusing on user needs and improving key touchpoints in the customer journey, the project achieved significant gains in ARPU, NPS, and overall service quality.
Every year we conduct up to 15 studies of digital services. These are industry benchmarks that reflect the state of the market and trends.
