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市場調查報告書

越過了網路的觀點:服務品質指標的案例

Looking Beyond the Network: The Case for Service Quality Metrics

出版商 Heavy Reading 商品編碼 333741
出版日期 內容資訊 英文 16 Pages
商品交期: 最快1-2個工作天內
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越過了網路的觀點:服務品質指標的案例 Looking Beyond the Network: The Case for Service Quality Metrics
出版日期: 2015年06月30日 內容資訊: 英文 16 Pages
簡介

無論是已開發國家或新興國家,行動通訊業者都有一樣的課題 (市場飽和化、競爭激烈、ARPU降低、資料流量劇增、解約率上升等) ,有危機性的狀況。為了解決事態,各業者致力於提高服務品質,不過還不充分。在測量的網路品質和客戶體會到的服務品質之間也存在差距。為了達成業者的策略目標,重視在客戶個人層級的客戶經驗,避免與服務品質產生背離,各公司的產業方向性需要改變成基於客戶中心主義。

本報告提供為了提高客戶經驗的行動通訊業者所做的努力相關分析,各業者面臨的各種問題,及客戶方面的問題點 (服務品質和客戶經驗的背離等),業者方面應致力/考慮的項目,今後的企業發展、服務完全的方向性等考察。

第1章 簡介及主要結論

  • 主要的結論
  • 報告分析範圍與結構

第2章 成功的課題

  • 成功的代價
  • 課題的挑戰

第3章 網路品質與服務品質

  • KPI (重要業績評估指標) 的背離

第4章 網路品質和客戶經驗的連結

  • 服務品管
  • 客戶經驗的保證
  • 第二世代的客戶經驗管理
  • 創造單一指標
  • 在組織方面的課題

第5章 結論:轉變至客戶中心型商務

附錄A:關於作者

附錄B:法律上的免責聲明

圖表一覽

目錄

All over the world, mobile operators are at a critical juncture. In both developed economies and, increasingly, in developing economies such as those in Latin America, mobile operators face the same business challenges. These include: market saturation; intensifying competition; flat or declining ARPU; rapidly rising data traffic; and high churn.

To meet these challenges, many operators have understandably focused on network service quality as a key metric, and sought to improve it. Since the network is the operator's core asset, it makes sense to focus hard on its performance. Better coverage, greater capacity and improved real-time feedback mechanisms are all helping operators to improve network quality.

Yet something is missing: Although the network is the foundation of the customer experience, there is often a gap between measured network quality and service quality as it is experienced by the end customer. Mobile operators can of course mimic customers in their tests, but this is not the same as measuring actual real customer experience of the network.

‘Looking Beyond the Network: The Case for Service Quality Metrics’ argues that, in order to meet their strategic goals of revenue growth, product differentiation and customer loyalty, mobile operators must focus relentlessly on the individual customer experience, bridging the gap between network service quality and the customer experience. This will require a major transformation in the way operators measure their performance. This report examines the background to this effort and describes the emerging toolset that can help to make it happen.

Fortunately for mobile operators, a good deal of work has been done, both inside and outside the telecommunications industry, to help them realize this challenging objective. Enablers include:

  • Service quality management (SQM), which proactively monitors, manages and troubleshoots services, typically from a service operations center (SOC), and then correlates results with information from the network operations center (NOC).
  • Customer experience assurance (CEA) , which helps operators to understand the network experience from the point of view of individual subscribers, and use this information to manage the network more effectively.
  • Next-generation customer experience management (CEM) , which improves on initial CEM solutions, in particular by building solutions on a single horizontal big data architecture that is open and modular, and is linked to real-time analytics capability that is both prescriptive and predictive.
  • Customer experience index (CEI) , a comparative measure of the high-level individual customer experience that goes beyond Net Promoter Score (NPS), drawing from CEM programs to create sophisticated and telecom-specific indices that form a basis for customer-centric remedial action.

The excerpt below shows how these various concepts are linked to each other.

Excerpt 1: Hierarchy of Key Concepts

                        Source: Heavy Reading

Report Scope & Structure

‘Looking Beyond the Network: The Case for Service Quality Metrics’ is structured as follows:

Section I is an introduction to the report, including the key findings of our research.

Section II examines the key challenges facing mobile operators in general, and those in developing regions in particular. As the era of subscriber growth comes to an end, and as customer services and apps multiply, operators must focus more and more attention on churn management and the creation of new revenue streams. As a result, understanding the subscriber-level experience of networks and services has never been more important than it is today.

Section III looks at network quality and service quality. In light of the discussion in Section II, we show that the network-level view of quality that most mobile operators already possess, though vital and valuable, is no longer sufficient to meet the challenges we have described. Mobile operators must bridge the gap between the network view and the subscriber experience, service by service, creating a seamless end-to-end view of service quality. By doing so, they can build greater customer loyalty and advocacy, and create a strong basis for exploiting new service and revenue opportunities.

Section IV offers a more detailed view of the key concepts and enablers that mobile operators can use to bridge the gap identified in Section III. This section looks at the role of enablers such as SQM, CEA and second-generation CEM systems, as well as related ideas such as the customer experience index (CEI). This section also looks at some of the softer organizational requirements.

Section V summarizes our findings, presenting a checklist for success, including relevant examples of successful programs.

‘Looking Beyond the Network: The Case for Service Quality Metrics’ is published in PDF format.

Table of Contents

I. INTRODUCTION & KEY FINDINGS

  • 1.1. Key Findings
  • 1.2. Report Scope & Structure

II. THE CHALLENGES OF SUCCESS

  • 2.1. The Price of Success
  • 2.2. Meeting the Challenge

III. NETWORK QUALITY & SERVICE QUALITY

  • 3.1. The KPI Gap

IV. LINKING NETWORK QUALITY TO CUSTOMER EXPERIENCE

  • 4.1. Service Quality Management
  • 4.2. Customer Experience Assurance
  • 4.3. Second-Generation Customer Experience Management
  • 4.4. Creating a Single Index
  • 4.5. Organizational Issues

V. CONCLUSION: TOWARD THE CUSTOMER-CENTRIC BUSINESS

APPENDIX A: ABOUT THE AUTHOR

APPENDIX B: LEGAL DISCLAIMER

LIST OF FIGURES

  • Figure 2.1: The Global Slowdown
  • Figure 3.1: Impact of Service Degradation on Mobile Subscriber Customer Churn
  • Figure 3.2: The KPI Gap
  • Figure 4.1: Hierarchy of Key Concepts
  • Figure 4.2: Next-Generation CEM, Big Data & Analytics
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