Delivering Personalised Service, Price, & Flexibility

tmforum 15 May 2018

1

Hello and Welcome…

2

Joe Eldridge

Director of Web, Apps, & TV

TalkTalk

Avi Kulshrestha

SVP, Industry Head - Communications,

Media & Entertainment, Europe and

OEM, Global

Infosys

We will be taking questions and doing interactive polls…

Open the DTW app

Click the Sli.do icon

Choose Serving the Digital Customer track

NOTE: Our first poll will be 3 slides from now

TalkTalk’s Current Journey

Approach: • Top-down re-alignment of our core B2C customer proposition• Incremental, aligned transformation within each of the layers above• Bold commitment to an agile customer experience journey factory model

Let’s review some of the interesting activities and outputs along the journey…

FROM:

A retail-centric Telco heavily competing with others in the market

TO:

A customer-centric Telco differentiated as a connectivity value provider

Vision

Adopting A Customer Centric Vision

1. 2015 - We raised awareness with an internal initiative focused on the Voice of the Consumer

2. 2016 - We released a bold set of Fixed Priced Plans

3. 2017 - We launched our new customer centric purpose with success being defined as:

“The UK’s most recommended connectivity provider”

Results: The fastest growing NPS in the UK which has delivered a significant increase in net customer

adds, a customer voted u-Switch award, and an employee voted Great Place To Work award

I have seen that my company translated a customer-centric vision into the following things:

(Choose all that apply)

A. Product propositions

B. Customer Experience Metrics (e.g. NPS)

C. Employee structures

D. Cultural values & behaviours

E. Innovation and experimentation

Customer Experience

Creating a Strategic User Experience Framework

Developing Personas to represent Customer Types

Populating Personas with details about user needs

Auditing User Journeys & Channel Coverage

1. We hypothesized a multi-step customer lifecycle and captured availability by channel

2. We recruited a set of customers and prospects for primary research on their experience

3. We painted an emotional map of their ideal experience (blue) and their actual experience (red)

4. We brainstormed and prioritized concepts that address the biggest gap areas for transformation

Result: A funded roadmap with a combination of simple tactics and more robust solutions measured

against an agreed mission with output metrics. Let’s take a look at some examples…

• Had a major problem in that sales campaigns were driving customers onto products with high churn

• Built intelligent tool that combines customer needs w/actual connectivity supply

• Increased conversion rate by 13% with increase in fiber of 10%

• Introduced 3 “personalised” actions for an agent to offer a customer (including TV STB setup)

• Replaced sales campaign-driven product catalogue cross-selling

• Led to a significant uplift in NPS through shorter and more targeted conversations

Outputs: Offering the Right Items at the Right Time

Simple: Adding a set of 3 Next Best Actions to the Call Centre process

Robust: Automated Right Product, Right Customer offers at sign-up

• A weekly labour-intensive historical

analysis of line performance in Excel

• We created real-time APIs in Azure

• We found that 25% of our broadband

customers could benefit from a higher

speed package and another 10% could

benefit from enhanced settings to prevent

churn

• Integrated performance data feeds to identify issues in 4% of 1M base

• They were 50% of weekly box returns with higher churn rate

• Outbound proactive campaign yielded 39% replacement via 75% cheaper Door Drop Swap vs. Service Engineer deployment

Outputs: Proactively Enhancing Service Delivery

Simple: Identify & Replace TV Set Top Boxes before hard drive failures

Robust: Continuous, Real-Time Connectivity Service Index

I have seen and/or used customer-centric tools & techniques at my company to:

(Choose all that apply)

A. Identify customer types with related empathy mapping (personas)

B. Offer the right products at the right time

C. Support robust sales & service engagement across digital channels

D. Proactive detection and automated resolution of service issues

E. Support smooth transitions across available customer channels

Technology Enablement

Output: Stop Manual Pricing & Start Ecommerce

Online Product Mgmt.

Flight Control

TV Team

Solution Design

Creative

Online Dev

Ref Data (BSS)

BSS

OSS

Consumer Trading

Product Catalogue

Sales & Mktg

Catalogue

Product Catalogue

IBM PIM

Sales “Engine”PHP Code

Sales “Client”Singe Page Application

Web CMS“Contentful”

Online Release

EAI, AC, NBO, TRIO ChangesBSS

Release

Access Product ChangesProvisioning, NPAC etc..

OSS Release

Access Product Changes

PC PC PC PC PC PC

TEST

ING

TEST

ING

Customer

Consumer Sales & Order

Submission

Project Team

PM, BA, etc..

Promo Calendar

Online MySql Sales DB

TV Filtered/Enriched

Prod Catalogue

CSGi AscendonTV

Release

TODO – what are the TV components

in play here e.g. STB/Content

1. We did a deep dive into the multi-departmental process used for creating trading campaigns

2. We learned that a simple pricing change could take up to 12 weeks and over £400k to deliver

3. We used this and other “inconvenient facts” to engage the business in an ecommerce tech investment

4. We were able to agree an iterative roadmap approach that will also refactor technical debt yielding

APIs that can provide additional personalization and flexibility with packages and pricing

Result: A functional Proof-of-Concept was delivered within 6 weeks that feeds into a funded transformation

of core IT systems being delivered over the coming months

Organizational Capability

Output: Transition Working Model to Scaled Lean & Agile

Waterfall Hybrid Agile

Increased autonomy of teams, flexibility of processes and accessibility to technology over time

Scaled Lean & Agile

• Like most companies of TalkTalk’s size, teams are distributed across a spectrum of methodologies

• Chasm #1 is shifting structure and delivery methodology

• Chasm #2 is team empowerment from the top down

• We worked together to move the digital supply chain to the right

Chasm

#1

Chasm

#2

In Summary…

A customer-centric vision

A customer experience framework

Customer personas

Customer lifecycle journey audits

Fundamental data & API transformations

A maturing Agile & Lean Working Model

Multi-channel customer experience Transformations

NPS Increase, EBITDA Growth. Most Recommended Status

Thank you!