Total flexibility: Give your customers the opportunity to change usage of services from week to week and put this into a fair price scheme. Most operators take a “month” as given - why?
in addition to “total flexibility” in changing usage of services and rates it would be nice to mention what kind of key advantages you (as MVNO) may provide in comparison with traditional mobile operator . That could be special services ( or VAS) , developed ecosystem, roaming options, network coverage, mobile payments, IoT options, security, access to clouds and big data analytics, services dedicated for B2B (or B2C) such as VPN, etc. Any of that or all of them could be a “cherry on the top of the cake” and differentiate MVNO from traditional operator in order to make it attractive for the customers. Finally, that may allow to increase customer base (increase revenue). The details of strategy and action plan would depend and could be developed based on the real current figures and current stage of business only. “Davil is in details” :-)
in addition to “total flexibility” in changing usage of services and rates it would be nice to mention what kind of key advantages you (as MVNO) may provide in comparison with traditional mobile operator . That could be special services ( or VAS) , developed ecosystem, roaming options, network coverage, mobile payments, IoT options, security, access to clouds and big data analytics, services dedicated for B2B (or B2C) such as VPN, etc. Any of that or all of them could be a “cherry on the top of the cake” and differentiate MVNO from traditional operator in order to make it attractive for the customers. Finally, that may allow to increase customer base (increase revenue). The details of strategy and action plan would depend and could be developed based on the real current figures and current stage of business only. “Davil is in details” :-)
It depends on the market segment you are targeting in the new launch. I had experience both with the launching of Giff Gaff in UK, MovistarON in México and Jawwy in Saudi Arabia.
Giff Gaff was focused in young cooperative segment and peer to peer attention was valued and promoted.
Jawwy from STC was a re-imagination of the entire mobile service experience for tech savvy generation in KSA. Based on a cloud-based platform, it provides flexibility, control and on line sales and support.
If the question you do is about the methodology for a CX professional during a launching pahse I would ensure that Brand and Experience attributes are well defined and translated in concrete experiences for the Buy, Delivery, Pay, ...the entire customer lifecycle.
Additional to the above: to be able to deliver its promise to the customers, an MVNO is fully dependent on the service received from the host operator. CRITICAL for this is to receive the same quality of service that the host’s customers receive, not poorer (which is often the case). There are tools to measure real time comparative customer experience for specific regions, strengthening the MVNO’s position while managing SLAs.
Mercedes totally hit the nail in the head, and the Jawwy case she mentions is a good example to analyse (and not only only for best practices ;-) ). UX/CEM is not a homogeneous thing and the Customer Journeys shouldn’t have to be the same for a 16 year old female student, than for a 74 year old male male retiree.
Therefore the key focus areas of a GTM exercise where one should go the extra mile are Market Segmentation and Targeting, and a strong Branding and Communication to highlight the differences/advantages of the MVNO over the MNO/MVNOE that they piggyback on.
Key processes will be PLM (with an emphasis on product definition and, as mentioned above, on pricing/flexibility) and -since we are meant to be on the launch stage- also particular attention to on-boarding /activation.
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