Презентация на тему Service Quality & Customer Experience Management

Business Value on a Customer Case
Use Cases & Demo

Content

Huawei’s Capability

prediction
SOC Establishment
Quality Improvement
Network Optimization
Operation
Service Operation Centre
Establishment & Operation
Network Operation
Network

Set of platforms / tools, services and operation support to increase Operator’s value

Business Value on a Customer Case
Use Cases & Demo

Content

per stream are presented in further slides
Period: 5 years
5

-0.5 Mio GBP

20.2 Mio GBP

Ramp-up period

Maximal value

benefits from CEM Platform on a level of 6.6

By additional use cases, not requested in RFP
Huawei is happy to propose / demonstrate / discuss

Business Value on a Customer Case
Use Cases & Demo

Content

& Demo
Roaming Service Quality Assurance
VVIP Service Quality Assurance
2G/3G/4G User

NPS

Churn

CEM vs SQM

Persona Based Experience Assurance

Customer Care Assistance

Digitizing Customer Care

ARPU Driven Network Planning

Enterprise (B2B) Service Quality Assurance

Value-Experience Matrix Migration

Service Operation Centre

SQM Pilot Moscow

Business Value on a Customer Cases
Use Cases & Demo

Content

the CEM Industry

Savings in Consumer Operations




Efficient CC activity and reduced number

Group
C

1.5 Mio

Detailed analysis and planning supported BC calculation for OPEX savings

Summary (details in further slides):
Reduction of AHT of massive network issues related calls by 15% (1 min savings per call)
Reduction of AHT of technical incident related calls by 10% (1.6 min per call)
Improved FCR by 20% by automated root cause analysis per End User
Improved SQ / CE leads to deduction of complaints by 20% with less complaints calls

Expected savings start from 1.5 Mio GBP per annum

Calls

86 Mio per year
Source
Approach
Rest Calls (Sales, Tariffs, Marketing,
Resolved

Trouble Tickets 30%

Number of TT related Calls

Required Personnel

11.000

Staff
(CC & Retail)

Retail 8,500 (est.)

Call Centre 2,500 (est.)

AHT ~ 6.3 – 6.8 min

Marketing

Query /
Usage

Complex Issue

Incident

Call Time

6,677,196
min per year

4,928,407
min per year

+

Target

Benchmarks

Huawei expects significant savings in Call Centre by CEM Platform Implementation

Details – please see next page

/ SQ deterioration caused by network elements fault per

Network issues calls

10%

Complaints calls

Assumed performance impact only for the 7.4% of calls

Demarcation on End User Level with pre-resolution by CEM Backend system for CC L3 will reduce technical incidents calls time by 1.6 minutes per technical incident call

How

Impacting 0.31% of all calls (only technical incidents)

20%

Network issues calls

20%

Complaints calls

Pre-automated root cause identification by CEM Backend for CC L3 helps to correlate known network issues with CE / SQ thus to reduce number of TT to NOC/SOC and to reduce time for the ticket creation

General improvement of Service Quality / Customer Experience will help to reduce potential number of complaints and will reduce number of calls

Assumed only 1.23% of all calls are related to technical

Assumed only 0.37% of all calls refer to TT creation

1.2M

0.03M

0.2M

0.07M

What

Benefits

£ 1.5 M per year

Savings
0.4 Mio
By experience from many MS projects Huawei foresees

Summary (details in further slides):
Reduction of AHT by automated demarcation within the End User TT resolution
CEM Platform allows to demarcate the issue automatically
Demarcation includes demonstration of the NE in the chain
Demarcation includes statistic and status per NE
It helps to save time and not to address to many systems within the demarcation
In BC the time reduction (for demarcation only) is counted on 50% level

Expected savings start from 0.4 Mio GBP per annum

shows NE chain impacting CE / SQ and NE

Applicable only for End User Trouble Tickets and reduces only demarcation time (it gives 13% of improvement time for the whole TT resolution time)

How

0.4M

Savings

£ 0.4 M per year

What

Mio
Extra support for Enterprises / B2B customers and Account

Summary (details in further slides):
Enterprise Monitoring and SLA Management
Automated operations by CEM Platform will allow to significantly save OPEX
Additional revenue / benefits were not counted here:
Huawei has a dedicated Use Case Enterprise Assurance
Estimation of extra revenue by UC Enterprise Assurance requires more input from EE
Huawei suggests to have a workshop with EE to estimate additional value for EE

New SLA offers for EE Enterprise Customers (per year)
SLA and KQI* visibility for CE will be given to Enterprises
BC calculation includes expenses for the network optimization to fulfill SLA

Expected savings start from 1.3 Mio GBP per annum

* KQI – Key Quality Indicator

is a bonus)
Enterprise Monitoring and SLA Management
£ 0.29M per

Platforms allows to load IMSI of Enterprise and to get all locations, NE, KPI, and KQI Indicators (otherwise it would be required to find all information, address, find cells and collect manually) – here is example for 100 Enterprises is shown

Major Savings

By CEM Platform alarms will be generated automatically for every VIP / Enterprise user. No need to monitor or to check reports on a daily basis (assumed manually it requires 20 minutes per day per Enterprise – so 4 people in parallel work)

CEM Platform will generate reports automatically on a weekly / monthly with minimal efforts per employee

is a bonus)
Enterprise Monitoring and SLA Management
£ 0.98M per

Approach:
Enterprise gets SQ reports
Either automated reports or online portal can be given*
Enterprise pays 5% more on a monthly basis
Assumed – 10% of customers would go for it

* CEA – Customer Experience Assurance

Outcome:
Accumulated income will be completely spent for dedicated optimization
So it will become a Service Quality Assurance approach
or
No price increase – optimization costs to be covered by benefits (See above)

Benefits:
CEA* is a strong differentiation factor for Enterprises
Such an approach can help to secure business
Either to reduce churn or to increase market share
Assumed 0.1% market share increase

extra Revenue
2.5 Mio
Extra support for Enterprises / B2B customers

Summary (details in further slides):
Smart Investments Planning Approach (Traffic / ARPU / Complaints driven)
Analysis and setting up priorities for Cell Planning / Expansion
Analysis done by ARPU, Complaints, VIP, etc
Only OPEX savings for ARPU driven Planning Process are counted

2G-3G-4G Users Migration (per year)
Identification of the users having LTE capable handset and not using LTE network
Analysis can be done either to identify users with no subscription or wrong configuration
Potential revenue increase (by 5% for 0.5% of only postpaid subscribers)

Roaming Customers Traffic-Churn reduction
Analysis of the location / hotspots where EE lose their roamers (due to insufficient coverage)
Recovery of 1.5% of roamers is considered as a benefit for the use case
Expected savings start from 2.5 Mio GBP per annum

Efficient Operations in Network Strategy and Core Support



Efficient planning, roaming support, LTE users migration

Group
N

– OPEX Savings
583
60
Manually with supportive tools
By Huawei CEM Platform
VS
Man

Man days

£ 0.17M per year

By ARPU / Complaints driven Planning EE can achieve better ROI and generate new revenue streams – all those will bring extra benefits for EE, which are not presented in BC at the moment (extra bonus)

optimized network the number of active inbound roamers will

This is expected to bring min 1 Mio GBP per year

Huawei CEM Platform can demonstrate areas with last roamers activity – areas of roamers losing

SQ Info via MyApp and online*

Digital and Marketing Impact

Group
D

0.9 Mio

This case requires more detailed analysis dependant on number of queries

Summary (details in further slides):
Data usage and network experience details to customers via MyEE and online:
Ability for end users to query / see data usage via EE online or App
Customer Care efforts reduction due to digital channels migration

Simplification of the data queries by CC Agent by only one tool (instead of existing three)
Assumed agent can query information from IT system by 2 minutes shorter than before
Applicable only for the data query calls (assumed 1.7% of all calls)

Expected savings start from 0.9 Mio GBP per annum

* As there is no specific technical requirement in RFP for CEM tool to support MyEE or online complaint, MyEE or online complaint support is out of the proposal scope and needs further discuss with EE

min
Data Query Calls
CC Agent can use only one tool

How

Impacting 2% of all calls (only data usage queries)

10%

Data Query Calls

Online Portal or / and APP integrated to CEM Platform (to get query results) may help to reduce up to 10% of data usage requests

Impacting 2% of all calls (only data usage queries)

0.6M

0.29M

What

Benefits

£ 0.9 M per year

Set
Global References & Why HUAWEI
Appendix & Supportive Materials

Program”

materials

Architecture

Analyst
Report
Engine
Data Mediation and Preprocessing Subsystem
Web-based Application Presentation

KQI/KPI
Definition

Alarm Management

Role & Auth Management

Log
System

Dashboards

Value through Use Cases for Operator’s needs

Site Ranking

materials

Terminal
4G Terminal
4G
Network
2G/3G
Network
1
4G subscriber
No 4G contract subscriber

4

4G fall

2

4G terminal locked in 2/3G subscriber

3

2/3G high traffic subscriber

5

2/3G high APRU subscriber

6

3G fall back subscriber

7

3G terminal locked
in 2G subscriber

8

No 3G contract subscriber

9

2/3G low traffic subscriber

10

3G Subscriber

11

Network optimization

Customer contact

Marketing activities

7
3G fall back subscriber
A
Fall back subscriber ：

3

4G terminal locked in 2/3G subscriber

8

3G terminal locked in 2G subscriber

B

Terminal locked subscriber： 4G device model terminal locked in 2/3G network

4

No 4G contract subscriber

5

2/3G high traffic subscriber

6

2/3G high APRU subscriber

9

No 3G contract subscriber

C

Potential subscriber：Need marketing support

User Segmentation

Influence factors

Action

Network

Marketing

Terminal

Contract

Package

Terminal sales promotion

Customer care & marketing

Package adjustment

Others

Natural Growth
( 2013)
1.7M 2G Subscriber Migrated to 3G
20X Traffic

66% More Traffic Increase

PSPU capability
Device type correlated with traffic type
Segmentation base on subscriber behavior

G byte / day

36%
By Migration

800

1000

1.7 million of 2G subscribers migrated to 3G

Operator has 0 cost

Best Practice in Operator U

Contents:
Number of inbound and outbound roamers
Historical trend for the

detail record analysis
Performance
Ranking
Performance
Trend
Problem
Demarcation
Performance Analysis

identification
Steering failure analysis
Steering failure code distribution
Steering detail record analysis
Steering

Abis
GRX
SGSN

(PCU)
2G
SS7
GGSN
ISTP
VMSC
ISTP
GGSN
HLR


Local network
Visit Network
A
IuCS
Gb
IuPS
CD
E
MAP
CAP
ISUP
Gr
Gp
Gp
KPI Monitoring
GRQ Reporting
Traffic Distribution
Gain &

Background:
The right partnerships are critical for optimal roaming revenues(Best Roaming Experience and Appropriate Rate);
The operator need detailed, prioritized and actionable information to avoid roaming revenues lost;
The operator need finely solution to optimize network for increase roaming traffic
Value Proposition:
Increase roaming traffic
Fast fine and locate inbound roaming barriers
Indentify the outbound roaming destination gaps
Avoid roaming revenue lost
Detect roaming fraud behaviors
Provide proofs for controversial roaming billing settlement
Reduce MTTR of roaming issue
Real-time roaming traffic and performance monitoring
Deeply root cause analyze base on per roamers
Gain new business opportunity
Provide competitive SLA to gain more roaming partners
Up-sell promotion base on rich roaming service analysis

SEQ Analyst Platform

International Roaming Analysis

using.
- HTTP, Video,

VIP Report

VIP Analysis

VIP Tracing

SQM

VIP Care

Customer Care

Churn Predict

NPS Analysis

CEI

:
1 000 VVIPs Real-time Care
2 000 VIP Groups Under

VIP Subscriber
Location Map

VIP Subscriber
Failure Alert

CS Service : Voice, SMS
PS Service : MMS, Web, WAP, Streaming, Email …

VIP Group CS and PS Service Quality monitoring

in internet and prefer Youtube
Real-time KQI alarm triggered
Device

Experience Insight

Discover VIP’s service abnormity within 1 minute

for Help
Resolving
Prolonging / Canceling

Here are touch points within a

between

Experience
Activation Experience
Churn Experience
Billing Experience
KPI from each Point to create

CEI – Customer Experience Indicator

Do you already cover complete Customer Journey for your CEM?

Some Touch Points examples

request
Getting resolution
Change Request
Experiencing
User AAA
User BBB
User CCC
User DDD


User XXX
User YYY
User

User GGG
User HHH
User PPP
User AAA

How many users at this moment stuck in Activation or waiting for Trouble Resolution?

What is the real most concerned factor for majority of Users?

Have you got a system to see CEI for all Touch Points?

from whole ICT
Using
Sharing
Trouble resolution request
Getting resolution
Change Request
Experiencing




Report Example:
Response Rate
Response

Report Example:
First Page visit
Purchase rate
Abandoning page
etc

by Influencer

CEI (or NPS)


Marketing
Billing
Network
Customer Care
Operation









Unhappy customers:
User AAA
User BBB
User CCC
User

Happy customers:
User XXX
User YYY
User ZZZ
User XYZ

manage quality of services for non-own services
What kind of

YouTube?

all network operators
From QoS via Service Quality to Customer

Quality to Customer Experience
(Committed) Quality

user level
Aggregation in the touch point level and in

Aggregation in the touch point level and in the user level

Merge of subjective and objective to have real CEI

driven CEM


Enhanced SQM by customer journey and touch points

Objective (experience) + Subjective (expectations)

Business driven by Customer Experience

Service
Centricity
User

CEM is a new way of Business in Digital Telco World

Enhanced operation + Traditional SOC

User Experience
Oriented operation

The Customer Expectation is High are HYGIENE FACTORS. Good

Promoters

$1.2 Additional Earning

different groups
All Users are different and their concerns are

What to do?

Detailed view on Promoters and Detractors with particular step(s) for every group

Why I cannot make a call?

Why tariffs are so complex?

Why Web loading time is so long?

How can I check my balance?

≠

≠

countries
Approach: Individual User Level
…
Setup
Surveyed Focus Group
DNA Patterns learned from

Pattern Recognition

Mass Application

Predictive NPS Score

Outcome

Geo-Map, Table, Top users / cells

(%)

10



Shall we use same improvement mechanism for every case?

Group
Benchmarking
Best capability
Newest technologies
Exceeding Expectations
VMOS
Video Quality
CDR
Integrity &
Service Quality
Coverage
Call SSR
Billing
Availability

Fast response
Pro-active care
Digital Channels
Communication & Resolution

Personalized services
Omni Channels
Innovative
Personalization &
Empathy

0 - 2

Actions

NPS Group

3 - 4

5 - 6

7 - 8

9-10

From Stable Performance
to Excellent Quality

User Oriented Operation

Best Network &
Best Operator

is 3..10 times higher than retention cost
Loyalty decrease of

Prediction Model
Based on Experience Data (OSS+BSS Data)
Traditional Churn Prediction

Usage

Time

Transition
Point

Real Churn
Point

Churn Point
Recognized
By System

User decides to leave

Golden Period

Transition Period

Fake Living Period

Experience

Attitude

Behavior

analytics from BSS data only
2-4 weeks advanced
4 Months

Change operator

Source: China Unicom SH

HUAWEI Churn Prediction Solution Highlight

6 types of persona based customer segmentation *


Retention Offer

From

MOT Design 2: Various personalized retention offers for personas

Channel & Time

Inside-out Channel & Timing Allocation

MOT design 3: Outside-in preferred channel & time allocation

Current Value

Potential Value

Influence

Value Chaser

Entertainer

Socializer

Business Elite

Family Focused

Heavy User

persona

root cause

*IPR apply processing

Marketing Closed Loop - Retention Process Consulting Enriched By Analytics

improve retention effect greatly

The churn rate of “Retention Group”

Source: China Unicom SH

months (Jun-Dec 2015)
2.4 Pct.
Churn Rate Reduction in 24 Months

136

Precision Rate : 77.0%
Recall Rate : 49.1%
Warning Period : 4 Months advance

Network
Closed loop

Marketing
Closed loop

identify churners among them

potential churners for actions

for churners

customers that bring more value to address them first

recommended

Customer Lifecycle Journey

Content
+

Benefits
Service Quality Monitoring
Service Quality Alarm Consolidation
Closed-loop complaint handling
KQI Demarcation

Problem Demarcation
Troubleshooting & Resolution based on TT
SQDT Related Service

SQDT

SQDT
(User & Service Impact)

User & Service Impact Request

Verification

Override TT with Service Impact information from SQDT

Create new TT and correlate with SQDT

Ticket Exists

No

Yes

Prioritize Ticket based on Service Impact

world



Service Operation Centre will enhance customer life cycle management

in revenue
Subscriber are shifting towards good customer experience and

Before

After

traffic distribution
User-based traffic distribution
KQI trend
Failure cause distribution
TOP VAPs
Traffic model
Abnormal

are reproduced to quickly locate and isolate problems.

Cases supporting operation & maintenance has been defined as

Commissioning
Use Case Delivery
Complaint Handling
Real-time Monitoring of super VIP customers
B2B

11.01

12.01

Nov

Sep

Oct

01.13

09.01

May

05.01

We Are Here

10.01

Training

MGF Test

Dec

Cutover

Cutover got started on Apr 18, almost done, data check work didn’t start before project got stopped

Power-on & 3.1 Upgrade

Suspended

Jan

Feb

01.01

MegaFon requested to have preliminary trial results by end of Oct. 2016
It’s proposed to focus on Use Case 1 Complaint Handling delivery for phase 1, due to limited time left for delivery

3.1 upgrade is completed

UC 2 Implementation & Verification

MGF Test

UC 3 Implementation & Verification

MGF Test

UC 4 Implementation & Verification

MGF Test

UC 5 Implementation & Verification

MGF Test

Data Check

02.01

установлено
3) Произведены отладочные работы
4) Завершена интеграция с различными IS/IT

Выполненные работы

KPI/KQI, установка пороговых значений аварий
3) Реализация, имплементация и демонстрация

Текущие и запланированные работы