Telco, media and Digital experts
Are there examples of operators that have successfully improved stickiness/reduced churn or significantly increased uptake of cloud services using these bundles?
Yes surround services such as security, authentication and enhanced reporting all increase stickiness
Yes, actually this is one of the basics to decrease the overall churn and ensure highest income and services ARPU. It is quite easy for a consumer or an enterprise customer to move another operator for the core services. But if you attach / bundle a VAS proposition or Cloud Based Service (IoT), the customers loyalty will be more; since it is really hard to move for a customer if you have a specialized services. Even, if you bundle all propositions in the contract as well; customer will be with you for a very long time
Not sure the top driver for bundling core products with cloud services is to tackle churn. Customers want the best quality of service at the most affordable prices, operators that mostly offer both are less likely to experience churn, irrespective of bundling strategy. I believe bundling core products with cloud services driven by two reasons
Firstly, is to position as a trusted end to end ICT player with large enterprises; that they already have extended connectivity contracts with. This enables showcasing competitiveness beyond being a traditional telco to positioning also as an IT service provider. And, of course, the incentive of a single bill for all services
Secondly, I believe it is to drive cloud adoption among SMEs especially in sub-Saharan Africa. As most markets mature, voice and data connectivity will be commoditized, so these services on their own lose value unless other services ride on them. So, for businesses, cloud service is an excellent proposition to ride on data. With the expected increase in penetration of fixed LTE, the capability to offer basic cloud solutions e.g productivity and accounting tools, backup etc will be a key differentiator as operations strive for increased market share and revenue
Therefore, several factors like quality of service on connectivity, the business model of the operator, level of market competition, level of IT services maturity, level of demand-side maturity, etc will determine if bundling of core products with cloud service will be successful
According to a study conducted by Smart Insight, 34% of companies have already undergone a digital transformation.
As of right now, we can only think and imagine what enterprises will look like in 10 or 20 years. Deloitte made a video with some future scenarios that could stem from the current digital transformation programs:
Although it sounds technical, a digital transformation strategy is not only about updating and changing the technology of a business, but rather, it is a complete metamorphosis of processes, culture, and guidelines.
The road to digital transformation requires a deep understanding of the digital landscape and informed decisions to move forward in the successful implementation of new operations.
Some of these include:
One of the first aspects of process changes during a digital transformation strategy starts from the inside out, and from the top. The role of board members and C-level professionals will shift completely and decisions will need to be made when it comes transforming and creating new roles that are more in tune with the times.
This article by IVC goes more in-depth into the new aspect of current roles and new roles that will need to be appointed.
As digitization continues, the behaviors and needs of customers are constantly transforming and businesses need to keep up with the changes. An example of this in retail is how customers find your products, and a report by Synchrony states that 85% of baby boomers research products on their web browsers.
While when it comes to the way people make purchases and their preferences, 68% of millennials demand the convenience of omnichannel accessibility during their shopping journey (Accenture).
Now, these types of consumer behavior are occurring everywhere, so one of the first processes of a digital transformation strategy should be a redefinition of the business value proposition, catering to the digitized world and society.
This table created by IBM Institute for Business Value puts it into perspective:
Now, with the launch of GDPR in Europe, every business had to make significant changes related to data privacy and management within their company. But with digital transformation, we need to look a little bit further than security. For example, aside from better protection and use, data could bring lots of value to a business when leveraged correctly. From learning information about customers to moving towards personalization.
The incorporation of AI and Machine Learning for those purposes will need to be evaluated. However, we must not forget the importance of collecting and managing data in a serious and ethical way.
Read more about similar topics:
3 Simple Steps to Improve Security
Artificial Intelligence is Here & Changing our Everyday Life
Customer experience continues to evolve with the implementation of AI solutions to better leverage customer data. However, companies are still behind in innovating in customer experience. Actually, 54% of consumers say that customer experience in most companies needs improvement. (PwC 2018)
Just as with digital transformation, C-level executives are rethinking the way customer experience has worked in an enterprise. And in order to move forward, it is important to sit back and look at a bigger picture.
A great way to do that is by reading books to broaden our perspective on a topic. Here are 4 books and articles to help us rethink and innovate on customer experience:
We're so immersed in technology that it's easy to forget about the human side of things. The book Rehumanize Your Business: How Personal Videos Accelerate Sales and Improve Customer Experience, authored by Ethan Beute and Stephen Pacinelli, explores the value of going back to basics. It goes into the success of personal videos and close relationships to connect with customers and drive sales.
Author and AI Specialist Oleksii Kharkovyna, dives into how Artificial Intelligence and Machine Learning can help scale customer experience. He touches on how AI is able to create personalized experiences by detecting and predicting the future needs of customers. While Machine Learning "allows to estimate the values of existing features and test them".
Quoting from his article:
ML helps classify which features resound with their customers and, eventually, optimize all angles of the customer journey. Hereafter, it can be used to test many kinds of marketing frameworks. For example, ML patterns will be used for developing mobile-based apps where shoppers can virtually try on garments they’re interested in buying.
Written by Tom Chavez, Chris O'Hara, and Vivek Vaidya, Data Driven discusses the disruption of data in the creation of meaningful connections. It includes real-world examples of how artificial intelligence and data are taking customer experience to the next level. From an overview of how we got here to actionable tips on harnessing data and AI to improve consumer relationships.
The Effortless Experience: Conquering the New Battleground for Customer Loyalty by Matthew Dixon, Nick Toman, and Rick DeLisi, breaks the mold by talking about the importance of going back to basics. Customer experience and customer service should not be a hassle. They set the focus on reducing customer effort and moving away from the premise of "delighting" to making experiences easier.
What are your favorite books about customer experience? Tweet us to @outvise to let us know!
It will depend on the geography. A possible strategy for MNOs will be to overlay 5G NSA and monetize bandwidth advantages; also, MNOs and SIs will start offering 5G for industrial use cases. For consumers, 5G will be a trigger to buy new devices; those will not be able to use their 5G capabilities much, as we can see in US these days.
In terms of NEMs, tower owners and services companies, there will be increased revenues, more than previous n->n+1 transitions. OSS vendors will benefit, too.
In addition to Zoran reply, the impact will not be significant before Q3 2020 since 5G smartphones might be limited in the high-end models this year then mid-end models will follow. 5G smartphone penetration is expected to be 27% in 2021 and 51% in 2023.
On Verticals, with 5G SA will have much higher impact than 4G and will be realized in the medium to long term (more than 3 years) upon ecosystem is complete.
The answer to your question depends on a range of different parameters.
As Mohamed suggests, a lot will be down to device availability for the business (e.g.IIoT) and consumer segments, though most operators will / have started offering 5G home hubs and the like already. Not a mass market, but at least a stake in the ground.
I find Mohamed’s smartphone penetration figures too optimistic, considering that it has taken us more than 10 years to build 4G networks. But maybe they just show that there is a 5G chipset built into the device, and are not reflective of the actual use of 5G.
Geography is another parameter for sure. However, this is closely linked with spectrum allocation, the point in time of awarding 5G licenses, the local state of play in 4G and, last but not least, pressure from competitors. You have to look into the countries individually.
Spectrum allocation is absolutely crucial, as 5G network rollout in higher frequency bands is financially disadvantageous - despite the cost for delivering a Byte only being around 10% of that of previous technology generations. Some countries / operators have the ability to refarm lower-band, old spectrum e.g. from 3G, but full rollout will drag on for years, and will be initially limited to urban areas or similar traffic hotspots.
From an operator’s perspective this is a CapEx/OpEx optimisation game. It is important to show that they are in the market for 5G but in the end all investments are usually being made by judging the life-time-value that can be extracted from the deployed assets. So, in the short-to-medium term: don’t expect a massive impact on your financials from 5G.
However, what I find somewhat disturbing is that many operators still “think like an old telco”. 5G is a massive technology break that enables full virtualisation and thereby a raft of new business and monetisation models. From my experience, this rarely features in the considerations about how quickly these operators roll out 5G.
As for NEMs, I do not see a substantial positive impact at all. This industry has been in constant decline (and consolidation) for the past 15 years. We are down to 3 main NEM suppliers now.
For sure there will be more RAN units shipped as most of 5G will happen >2GHz. But the RAN will become “dumb” and drop in cost substantially. Business from HW will also disappear for the traditional NEMs and move to the COTS suppliers (HP, Dell etc.), plus additional competition from the SW manufacturers and SIs curtailing the revenues in the core/BSS/OSS parts. NEMs are truly in for a tough ride.
Purpose of the position:
The main intent of the Digital team is to increase the value of the firm by bringing world-class expertise to help drive the digital transformation.
This role is the most senior within the Digital department and therefore has full accountability for all its deliverables in the area of Digital Marketing, Sales, Analytics, Care and potentially other adjacent digital areas.
Responsibilities:
Lead on:
Technical Skills:
Die Aufgaben umfassen unter anderem:
Carlos Kusí 
