MCE Telecom Service Industry

8/7/2019 MCE Telecom Service Industry

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IS TELCO NOW AMEDIA BUSINESS?

Numbers May Drive the Business, but it’s Your People Who Drive the Numbers

02 › How Technology Enabled New Content

06 › Marketing and Distribution Excellence

Are More Important Than Ever

07 › Emerging Economies Might Leap Ahead of

More Developed Countries in Some Domains

09 › How Will You Adapt to Prot from New Opportunities?

THE EXECUTIVE ISSUE N°37 | 2011


http://slidepdf.com/reader/full/mce-telecom-service-industry 2/24The Executive Issue 37 | 2011

Is Telco Now a Media Business?

Telecom Service Providers

There was a time when the product mix of many consumer-oriented Telecom Service Providers(Telcos) consisted primarily of voice telephony, voice telephony and voice telephony. In those days,most of the “content” (i.e. conversation) was created and produced by the consumer himself.

Part I: How Technology Enabled New Content

Just a few short years ago, Telcos focused on providing and operating a platform on which customerscould interact with each other by talking. Creating content was far from Telcos’ core business. Customerspaid a fee to use part of the platform. They were relatively free to use the platform in any way theywanted to, as long they stayed within legal boundaries.

3 Major Breakthroughs

Over the last ten years, three major product breakthroughs happened in the telecom world, and they changed theenvironment completely:• Fixed broadband• IDTV• Mobile broadband

These three changes have one thing in common: They made it possible for content generated by someone otherthan the user or customer to become very important.




The Executive Issue 37 | 2011

Interactive Digital Television (IDTV): Blurring borders in theTelco-media value chainTraditional television is a one-directional stream: all audiences see the same thing at the same time. But IDTV brings interactivity by

allowing users to view dynamic programme schedules, create their own programme guide, pause programmes, record them now or at

a future date and time and view lms on-demand. So, what role and opportunity does all of this make possible for Telcos?

Traditionally, at least three key roles were needed in the media value chain to bring television content from the creators to the

customer on his couch: The Producer, an Aggregator and a Distributor.

New players invading the market

The new IP-based technologies allow players from the differentblocks to enter more and more into the space of the others.

For example, Distributors often buy content directly from the

Producer or the creator. Distributors then put the content on

their platform and charge the end-users a one-off or a recurring

fee. Over the last few years, completely new players have

entered the space. These include content Aggregators on the

internet, Telcos starting to distribute television, Aggregators

selling telecommunication services and users creating their

own content.

Adjustment of strategy for advertisers

Advertising revenue streams are also impacted. Traditional

advertising blocks become much less evident on the internet.

How the Traditional Model Worked: The Producer makes sure the content is captured and put into a format. The Aggregator groups differentcontent together and makes it available for consumption by the end-user. Quite often, the Aggregator tries to sell advertising in and around thecontent. The Distributor enables the physical distribution to the house of the customer by cable, DSL, satellite, etc.

Producer(Production House, etc.)

Aggregator(Television Channel, etc.)

Distributor(Cable Company, etc.)

Subscription-based Advertising-based Transaction-based Others & Combinations

Consumer

c on t e n t

c on t e n t

c on t e n t

c on t e n t

c on t e n t

The “Traditional” Telco-Media Value Chain

But a willingness by advertisers to pay “per eyeball” might

increase when targeting improves. This blurring imposes realthreats to existing players. But it offers opportunities for those

with a clear and credible strategy and excellent execution of it.


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Companies like mobile communication service providers

Nimbuzz and Fring position their platforms as an “all in one”

solution. Not only do they allow access to social networking

platforms, but they also include voice and texting services.

Who will drive the mobile broadbandmarket?

The jury is still out on whether it will be the operators, devices

manufacturers or application providers or a smart partnership

between some of these who are going to drive the market.

What type of brand will be the consumer’s choice? Whether

you are in the operator, device or application business, it is vital

to position yourself correctly and nd the right partners in order

to take your share of the prot of the mobile broadband boom.

Mobile Broadband: A surge of business that is driven by applications

Industry experts predict that mobile broadband will become

a 1.8 billion-subscriber market by 2012. The number of mobile

broadband subscribers will pass the number of xed broadband

subscribers worldwide by then. Players in this market use a

variety of strategies.

Research in Motion (RIM), producer of the BlackBerry line of

mobile email and smartphone devices, aimed its products at the

B2B market, with e-mail as a key application. Now, the use of

mobile broadband is expanding towards the consumer market.

With the iPhone, Apple launched a device that is suited for

social networking among many other things. Apple created an

attractive ecosystem for application providers. If offers a strong

brand, access to large numbers

of customers, an open platform

and a generous remuneration

policy. Such a model attracts

lots of application providers.

And the providers, in turn, make

the product more attractive.

Nokia proved that relevant

applications are successful when it

triggered 1 million downloads of itsfree navigation software in the rst

week after launch.





Part II: Marketing and Distribution Excellence Are More Important than Ever

As a brand-strong and cash-rich industry, Telecom companies

have always been at the forefront of aggressive communication

tactics and strong brand strategy. With margins under pressure

and new social media rising, a number of alternatives need to

be considered in order to use marketing money in the most

efcient way.

Creating a consistent customer experience

One clear potential movement has to do with the distribution. By

integrating a number of independent players, the operator can

get better control of the whole customer experience. Another

movement that is just beginning but that will grow further in

the future is the trend of franchising in telecommunication

retail. With a strong brand and good channel management,

operators can:

• Keep a strong presence in the market

• Increase the motivation level of the workforce in retail shops, and

• Avoid over-investing in “brick and mortar” stores with scarce

funds that are highly needed elsewhere in the company.

This enables—and requires—operators to concentrate on the

major part of their marketing assets: the service portfolios and

the customer experience.




Part III: Emerging Economies Might Leap Ahead of More DevelopedCountries in Some Domains

There is one thing a developing economy operator does not have

to worry about: Legacy. The combined forces of cheaper and

more versatile technology together with booming economic

(often double-digit) growth have created the potential for new

and innovative service to arise.

New services opportunities

A good example is Mobile Money. Today, any bankers of

e-Money professional will conrm that all technology

components for Mobile Money are there and working. Several

countries in Asia and Africa are already using the mobile

network as a way to deliver e-Money or m-Money services.

Together with international remittance, this creates a strong

boost in the technologies and offers a business model that

cannot be managed by operators in developed economies due

to the legacy of the present ecosystems.





What is the best role for your Telco?

The main drivers might have names like Diversication,

Competitive Advantage or, Vertical Integration. But the following

questions are more important than ever:

• Which part of the value chain should I be in?

• What are the monetization models now and in the future?

• Is my branding/positioning future-proof?

• With whom should I partner and how should I structure

these partnerships?

• How should my channel mix change?

How MCE can help you

MCE understands the fundamental changes the

telecommunications industry is going through. As you adjust

your corporate strategy for changing market conditions, one

of your biggest challenges may be re-orienting your people

to implement the revised strategy. Our Associates are senior

business leaders who understand business realities and know

what works – and what does not work. With this approach MCE

builds a unique solution that supports the implementation of

your company’s strategy.

MCE has worked with thousands of clients to help their

people develop the new skills and frameworks they needed to

implement a new strategy. We know where the potential pitfalls

are, and how to resolve them. MCE can help you build and run

a Corporate University in cooperation with the Board sponsor.

And, we will translate the business needs into programmes, and

then deliver them globally. For established corporate universities,

MCE can play an advisory role to ensure alignment.

For more information, please contact our Director of Custom

Made Solutions, Patrick Faniel. Contact him at:

Telephone: +32 (0)2 543.21.20Email: [email protected]

Or visit our website at: www.mce-ama.com

To help you develop individual managers in support of a new

strategy, MCE recommends the following workshops:

Leadership for Senior Managers: How to Get Your Strategy

Implemented throughout Your Organization.

For details, visit: www.mce-ama.com/2154.

The dynamics and fast pace of the new Telecom Service

environment require cross-functional experts who can master

complexity and go beyond traditional thinking. MCE’s workshop,The 5-Day Mini MBA for the Telecom Industry, prepares

middle managers to move into more senior positions or into

functions away from their base education. It equips them with

the intellectual capital needed to excel as a high-performing

manager in this fast moving industry.


Strategy Update for Senior Managers in the Telecom Services

Industry. For details, visit: www.mce-ama.com/2359.

Ring-RingYour All-Purpose

Telco!

• Entertainment?• Internet?• Mobile Services?• Other Services?

IDTV?

Aggregator?

Distributor?

MobileBroadband?

FixedBroadband?




Part IV: How Will You Adapt to Prot from New Opportunities?

1. Adjusting your strategy to open upnew revenue sources

Fifteen years ago, the vast majority of revenues of a Telecom

operator came from xed voice and access. More recently,

mobile voice and xed Internet services allowed operators to

grow substantially.

These changes required new investment. And they also increased

revenues across the entire industry. As a result, Telecoms

became a larger part of GDP. But today, voice and xed Internet

services are stagnating or declining markets in the developed

world. And even revenues from television, network and system

integration will someday begin to decline. As a result, operators

have to look for alternative sources of growth.

Looking for new revenues

For substantial prot pools, Telecoms will have to take a look

at other substantially large industries. Although some of the

competitive advantages of a Telco might be useful in the utility

business, most of these markets are much less open and de-

regulated, and they are facing environmental challenges.

Competing in a different game

Some Telcos use their websites and customer data to enter

the advertising market. But is your Telco ready to take on the

challenges of well-known, successful and agile social media

companies, or maybe partner with them?

Focusing on strengths

Changing your business model requires thorough reection on

what you are currently good at. It also requires that you ask and

answer some difcult questions:

• How exible is your organization?

• How awless are your people in implementing your current

strategy?

• How quickly can you get them to adapt to a new strategy?


A shift in the business model requires more than just cosmetic

changes to the organization and retraining your sales manager.

Often, the environment has changed around the telecom

operator, including the customer needs, the competitors and

even sometimes the regulators.

As you adjust your corporate strategy for changing market

conditions, one of your biggest challenges will be to get your

people to implement the revised strategy. Our Associates aresenior business leaders who understand business realities and

know what works – and what does not work. With this approach

MCE can design and deliver a unique solution that supports the

implementation of your company’s strategy.

MCE has worked with thousands of clients to help their

people develop the new skills and frameworks they needed to

implement a new strategy. We know where the potential pitfalls

are, and how to resolve them. MCE can help you build and run a

Corporate University in cooperation with the Board sponsor. And,

we will translate the business needs into programmes, and then

deliver them globally. For established corporate universities, MCE

can play an advisory role to ensure alignment.

For more information, please contact our Director of Custom

Made Solutions, Patrick Faniel. Contact him at:

Telephone: +32 (0)2 543.21.20

Email: [email protected]

Or visit our website at: www.mce-ama.com





2. Play a leading role in partnerships and alliances

Even today’s large operators will not be able to buy and integrate

all the players in the value chain. For this, strategic partnerships

and alliances will have to be made in several directions in order

for each player to maximize its added value.

Finding the right mix of partners

A Telecom operator might want to establish closer ties with a

technology provider, a content provider or even some software

application vendors.

Agreeing on objectives in advanceThose partnerships and alliances have to be managed in a

careful and prepared way. Crucial issues like strategy alignment

and execution need to be clear for everybody. Shared objectives

-- whether short, medium or long-term – need to be established

before entering into the partnership or alliance.


Moving up or down the value chain is not something that can be

taken lightly. It will always require specic integration skills to make

sure that the new people onboard will be aligned to the corporate

strategy and that the people already onboard have the proper

leadership skills.

In this situation, managing your network of interested parties

plays a major role in making sure your company positioningon the value chain is clear for everyone. MCE’s open enrolment

workshop, Managing the Network of Interested Parties in the

Telecom Service Industry - Stakeholder Management explores

the stakeholder dynamics and offers insight in how Telecom

service providers can position themselves to successfully lead the

orchestration of networks.


Managing innovation is not something that happens by mistake.

It is a clear and conscious process that even large organization

leave too often to good luck or chance. Doing only “Product basedinnovation” is another potential mistake in a standard process

industry. Innovation can also happen in other directions like

platforms or channels. In a service based industry like Telecoms,

innovation should be a clear part of the company’s basic processes.

MCE can help your top-level and line managers identify the

different directions innovation can take in Telco. Contact us to start

a discussion on innovation. Patrick Faniel, Director of Custom Made

Solutions. +32 (0)2 543.2120. Email: [email protected].

For individual development of managers, we invite you to

participate in our open enrolment workshops.

Evaluating Strategic Alliance and Partnership is for senior

managers and executives who want the tools to evaluate strategic

relationship changes. Visit www.mce-ama.com/2261.

Launching and Managing Strategic Alliances and Partnerships

helps senior managers identify and plan for the requirements

of a successful partnership, including processes for clarifyingresponsibilities and resolving conicts.


Managing Strategic Alliances and Partnerships is for all managers

who are managing a joint venture, partnership or alliance with

another organization. For details, visit: www.mce-ama.com/2247.




3. Rethink customer experience and loyaltyThe experience Customers have with your Telecom Company has the potential to be a real differentiator over the longer term. This is

especially true in markets where products and prices of different providers converge to more or less the same level.

The importance of day-to-day interactionsFor your company, the differentiation opportunity might lie in

how these products are brought to the customer. This includes

response quality in call centers, skills of staffs in retail outlets,

speed of technical repair and other measures. All of these

day-to-day interactions strongly inuence the perception and

loyalty of customers.

How do you know if your customers are loyal—or not?

Inuencing these variables starts with measuring them. Measuring

loyalty via a Customer Recommendation Score is an approach

MCE knows well. It is a handy metric for pointing to actions that

can bring an organization as a whole to customer centricity. It is

also a tool that can be used at the level of the brand, and also at

the level of the product or a specic interaction.

How Do You Get Your Customers to

Recommend You?For answers, visit: www.mce-ama.com/customerfocus2011

Churn measurement is an effective way to monitor the

performance of your company. Loyalty indicators can also include

“hard” elements like long-term contracts and discount schemes.

Listen to online customers, too

Regardless of the method you use, you need to listen to

what your customers tell you. Listening is central to learning,improving and engaging with them. Social media websites—

where customers exchange views about services and experiences

with a company—can give you an “unedited” view of customer

opinions. On such websites, an anonymous customer can have

a huge impact, both positively and negatively.


Implementing Customer Centricity is too often taken as a

side-function of the marketing department. But centricity

requires that all the “touch points” with the customer are

taken as “Moments of Truth”. How often do you realize that a

nice Telecom communication campaign is ruined by the poor

experience in the shops or via the customer care lines?

MCE can help you implement a customer recommendation

survey in your company, unit, division or department.

Depending on what you nd thru customer recommendation

research, we can identify what your company needs to do to

focus more productively on your customers. This could include

executive coaching, Customer Recommendation certication,

development workshops or working with you to resolve the

people problems around managing change. For details, please

contact Patrick Faniel at +32 (0)2 543 21 20

or email [email protected].

To help you develop individuals in key roles in your company,our open enrolment workshop, Protable Customer

Centricity: How Do You Get There? is a practical overview of

Customer Recommendation. It helps you understand the data

from a Customer Recommendation survey. You will also gain

insights into how to adapt your business unit, department or

organization based on what the data indicates. We recommend

the workshop for managers in nance, sales, marketing,

operations, manufacturing and production.






4. Retail Marketing and Sales in the Telecom Industry:Value Priced Offer - Superior Product Offer – Custom Made Solutions

Regardless of what you call your strategy, it comes back to

dening your Customer Value Proposition. Broadly speaking,

there are four types of Value Propositions (see chart). But

experience tells us that the “In-Between” is very likely to be a

shrinking market.

Change your strategy to adapt to changes in your market

Companies in mature markets, such as those in Europe and

North America, are moving out of an “In-Between” Offer. They

are either moving into a Value-Priced Offer, Premium Offer, or

into Custom-Made Solutions.

In Telcos, the “In-Between” strategy involves basic telephone,

Internet and TV services. Providing packages of services bundled

together, extra content and other interactive features moves

into a Premium Offer strategy.

Involve everyone to deliver on the new strategy

It is easy to announce a customer value proposition. It is hard

to recongure the processes, manage change and lead people to

deliver on that value proposition. The customer value proposition

deeply impacts every part of your business. Managers consistently

underestimate this. They may ask why the new strategy is not

working. Often, it is because the old ways of doing things haven’t

changed. The company may not have changed the way it leads

and manages the people in the business.

What has changed in ConsumerMarkets? What are the new challenges? For details,go to: www.mce-ama.com/B2C2011

How MCE can help youAs you dene your customer value proposition, you also need to

take another step. Check that your complete distribution policy

is in line with the positioning. Is it also in line with what your

retail partners see about you and your offered services?

MCE invites you to participate in these workshops:

Retail Marketing and Sales in the Telecom industry. We will

help you ne tune your distributor’s proposal. For example,

we will take a closer look at a franchising trend in Telecom

distribution that allows you to increase the company’s reach

without requiring heavy funding.


Product Management in the Telecom Industry offers

participants a clear view of product marketing management

basics and provides a set of tools to help them plan and

implement their product management strategy.

For details, go to: www.mce-ama.com/2339.

VALUEPRICEDOFFER

CUSTOM-MADESOLUTIONS

“IN-BETWEEN”OFFER

PREMIUMOFFER

What is my

Customer Value Proposition in

Consumer (B2C) Markets?




VALUEPRICEDOFFER

CUSTOM-MADESOLUTIONS

“IN-BETWEEN”OFFER

PREMIUMOFFER

What is my

Customer Value Proposition in

B2B Markets?

5. Differentiate your Customer Value Proposition in B2B:Value Priced Offer - Superior Product Offer - Custom Made Solutions

The trend of “on-demand” services offered in a exible and agile way is now clearly established in the B2B world. It is denitely here to stay.

Evolving into an “all-in-one” service provider

Generally, businesses and most corporations do not want to see their

precious funds invested in xed infrastructures or expensive non-

productive software assets. This is also true for Telecom operators.

They can gradually evolve into all-in-one service providers. Telecom

operators would offer a number of specic service components that

are used on a need-to basis by their customer. The ASP (Application

Service Provider) and SaaS (Software as a Service) models are two

good examples of that evolution.

What is your CVP?

Therefore, for the Telecom operator it is important to dene where

he sits in this value chain and dene very clearly at the base of his

strategy execution: What is my Customer Value Proposition?


Marketing and sales to B2B clients in the Telecoms world have

undergone massive change. But there is still more change ahead

if you are going to secure your territory. MCE’s Telco-experienced

Senior Associates can work with you to analyze and recommend

potential changes to strengthen your market position. We

can also work with your B2B sales management and team to

help them re-dene strategies in the face of new competitors,continuous waves of new products and services, and changing

customer expectations.

To arrange a meeting to begin the discussion on these topics,

contact our Director of Custom Made Solutions, Patrick

Faniel, on +32 (0)2 543.2120, or email him at:

[email protected].

As the industry is shifting in the value chain and adapting its

business models, the Sales & Account Management functions

in the Telecom Industry are gradually evolving to new roles and

models. These need to be fully understood, not only by the salesteam, but also by all the different actors in the value chain. MCE

invites you to register for our workshop, The New Face of Sales

and Account Management in the Telecom Service Industry.

It will help you in dening a new relationship strategy with

customers who are more and more versatile.

For details, go to: www.mce-ama.com/2294.

What are the challenges facing B2Bmarkets today?As Europe’s economy recovers from the economic

crisis, how will B2B enterprises adapt to changes in themarketplace? How will they compete with emergingglobal competitors who can do almost everything at alower price?

To learn of the challenges and potential solutions facingB2B today, please visit www.mce-ama.com/b2b2011





Who is this workshop for?Senior and upper-middle managers with several years of

experience in the Operations and Customer care functions.

What will you be able to “take away”

from the workshop?As a result of participating in this workshop, you will be better

able to:

• Create a concrete, measurable plan to become a central

point of a customer focused company

• Explain value proposition to your people and other

department in a way they can understand and act on it

• Measure customer satisfaction and recommendations

intention in a simple and effective way

• Position the “Product Plus” portfolio in the solving thecustomer’s problem perspective

• Implement or change processes that deliver value to your

customers

• Manage internal services to support customer-facing role

What are the major topics discussedin this workshop?

The Business Case for Customer Focus

• Customer Focus vs. Protable Customer Focus: Five Steps to

Customer Recommendations as a driver of future revenues• Getting heard by the business

• Customer emotion as an important decision driver

• Aligning your people to the Customer Value Proposition

Building the Organization to Deliver

• MCE Leadership Model for Aligning People

• Communicating the customer strategy in a way people can

understand, commit to, and act upon

• Involving people in shaping the solution

• Performance metrics

• Processes and process improvement

• Structure of the organization for optimal delivery of

customer satisfaction

• Leadership behaviour – walking the talk and getting people

on board

• Culture – incorporating customer focus into your values,

behaviours, and eventually your organization’s culture

Communicating Across the Organization

• Communicating your customer plan to implement iteffectively

• Moments of truth in customer satisfaction

• Creating an actionable journey – dening the experience and

what it takes to deliver

• What makes a good business story?

• Building your customer plan – Action plan and peer feedback

For full details about this workshop, see:www.mce-ama.com/2296

Making Customer Care a Key Part of Your Strategyin the Telecom Service Industrywww.mce-ama.com/22963 DaysLevel: Senior and top managers, and upper-mid managers

What business issues are addressed in this workshop?

As one of the main contact points for customers/subscribers from service provisioning onwards, the customer care department has

sometimes been seen as a place to minimize the cost of supporting the customer. At best, it is a means to sell him or her new services

or contract extensions. But as “Service Provider 2.0” strategies rely more and more on Customer focus, loyalty management and

recommendation mechanisms, it gets more and more important to move this central point of contact with the customer during his

or her entire life at the company from a cost center to a means for improving the offering to the considered customer, as well as for

improving the complete company portfolio.




Who is this workshop for?Senior and upper-middle Sales managers with several years of

experience in the Telecom service industry.

What will you be able to “take away”from the workshop?

As a result of participating in this workshop, you will be better

prepared to:

• Identify ways to propose “Ready-to-wear Premium” offerings

to your customers

• Apply effective account management, consultative selling

and ROI calculation techniques to your accounts

• Manage the relationship over long term by keeping an eye on

CAPEX and OPEX evolutions• Optimize products and service mix proposals while keeping

an eye on a customer P&L level

• Enlarge and enrich the service portfolios in order to grow the

business protably

• Work effectively with other service partners and other

stakeholders

What topics are discussed in thisworkshop?

Company, Marketing, Sales – Cascading the Strategy• External trends (customers, technologies, geographic...)

• Role of Sales manager within company/industry context

• Managing the Strategy

• The Marketing Process

• Case study part 1

Managing the Resources and Customer-Centricity

• Corporate goals and strategies, markets (customers) and

human resources

• Evaluation process (grid) and templates for organizational

situation analysis

• Consultative selling techniques

• Selling with Partners


Leading the Team• Managing Performance (goal setting, incentive schemes,

reporting)

• Understanding key elements of performance management

of individuals as part of the sales strategy execution

• Elements of objective setting and connected incentive

schemes, reporting tools and priorities



The New Face of Sales and Account Management in the TelecomService Industrywww.mce-ama.com/22943 DaysLevel: Senior and top managers, upper-mid managers


In the new customer-centric service oriented approach in a “Service Provider 2.0” world, you need to thoughtfully consider the new

face of consultative selling. Corporations and businesses alike want to reduce signicantly the number of partners and providers. They

want partners and providers that are able to bring them cost-effective, “ready to wear” solutions that they can implement fast and

exibly ramp-up or ramp-down depending on their own business evolutions.

New Key Account Managers need to be able to lead the way through the difcult process of ROI calculation for their customers while

keeping an eye on the P&L levels for their own company. They also need to be able to manage the sales and the network together with

other stakeholders who are also looking to maximize their share of the market. Sometimes these stakeholders can be partners, but at

other times they are competitors.





Who is this workshop for?General and Senior managers with several years of experience

in boundary roles.



able to:

• Identify all stakeholders and realize the dynamics of

interactions among them

• Assign responsibility for the relationships with stakeholders

in your company

• Dene critical success factors for successful relationships

with stakeholders

• Determine the criteria for selecting the right business model

for your organization

• Assess the specic role of key opinion leaders for your

business• Align corporate communication with stakeholder interests

• Organize and manage cross-organizational developments,

balancing costs, risk and prots

What are the major topics discussedin this workshop?An Update on the Key Developments in the Telecom Service

Marketplace

• External trends (customers, technologies, geographic...)

• Analyze parallel situations in other industries


• Explore the marketplace of today and the likely scenarios for

the next ve years

Dene a Stakeholder Management Plan

• Stakeholder Strategy setting

• Long lasting partnership

• Tactics for marketing together

• Customer-centric strategy

• Assessing emerging new models in Telecom service

provisioning

• Case study part 2• Dene current market approach vs. potential future

collaborative approach

Lead and Execute on Time

• How to activate the network?

• How to motivate stakeholders that are not part of your

company?

• What kind of KPIs can be used to steer and report to the

board of your company?

• Can we calculate the ROI of a partnership?• Case study part 3

Stakeholder Management in the Telecom Service Industry - How toManage the Network of Interested Partieswww.mce-ama.com/22933 DaysLevel: Senior and top managers, upper-mid managers

What business issues are addressed in this workshop?Many parties are interested in the Telecom service evolution and the ways to create business out of it. This creates a highly dynamic

environment where all stakeholders interact with and inuence each other’s decision making process. As innovative solution offering

will mainly come from partnerships in a “Service Provider 2.0” world, we will look into how to build win-win business models, organize

research in cross organizational entities, maximize innovations and minimize risks and costs to ensure protable results. This workshop

explores the stakeholder dynamics and offers insight in how Telecom service providers are best placed to successfully lead the

orchestration of networks.





Who is this workshop for?Marketing, sales and channel Senior and Upper-middle

Managers with several years of experience in Telecoms.



prepared to:

• Make a coherent and convincing business case for improving

customer focus and customer loyalty in your company

• See the link between customer loyalty and future nancial

performance

• Integrate customer loyalty into your strategy

• Get everyone interested in the voice of the customer and

acting on it

• Make the necessary changes in your processes and structure

to support customer focus and create loyalty

• Lead people in a way that motivates and enables them tofocus on the customer

• Measure success in a clear and straightforward way

• Diagnose and address Customer Focus roadblocks

• Find the people in your organization who are customer-

minded and give them more like-minded colleagues to gain

critical mass

• All of the above resulting in a more customer-focused culture

What topics are discussed in thisworkshop?• The Business Case for Protable Customer Centricity

• The Net Promoter Score

• The customer journey

• What are the obstacles to achieving your vision?

• Leading the Organization to Deliver

• Planning for implementation

For full details about this workshop, see:

www.mce-ama.com/2196

Protable Customer Centricity: How Do You Get There?www.mce-ama.com/21963 DaysLevel: Senior and top managers, upper-mid managers


Companies need to make prots to survive. They also know they need to have happy customers to survive. Often, one thing comes

at the expense of the other and there is a struggle in the company between those who are working on customer centricity and those

who are managing for prots. There is a way to get both. Your company can achieve protable customer centricity. The workshop

helps senior managers in both nance and commercial functions reconcile the conict between prots and customer centricity. The

workshop also helps you decide how to implement customer centricity throughout the company – aligning people and using the right

metrics to keep people focused on creating loyal, high-value customers that support the long-term nancial health of the company.





Who is this workshop for?Managers who need to understand the changing business

environment in the Telecom service industry and its cross-

functional impacts.



prepared to:

• Develop an all-round view of how successful Telecom

organizations operate

• Understand the fundamental of a Telecom company’s core

business disciplines

• Know how to implement strategies effectively through

people and different departments

• Enrich your business know-how with methods and tools

• Understand how general managers think and act

• Improve your personal business understanding and career

potential

• Use the experiences and frameworks discussed during

workshops for improving your own contribution and

decision-making• Become an active contributor to the change process for your

own company


1. Introduction and case study presentation

2. Telecom industry: past and present

3. Technology outlook and service delivery platforms

4. Strategy implementation and leadership

º Mission, vision, strategy and business plans º Customer Value Proposition

º Building the “strategy house”

º Management versus leadership

º Strategy implementation framework

º The leadership action plan

º You as a leader

º Leading in a changing environment

º Innovation

5. Marketing and sales: Dening a clear go-to-market value

proposition

º What is marketing?

º Getting customer insights

º Mapping the competitive landscape

º Segmenting, targeting and positioning

º Customer value propositions

º Marketing planning: the extended marketing mix

º Brand management

º Multi-media marketing communication

º Sales organisation and management

º Channel marketing and distribution policies

º Customer focus and measurement

º Mobile Virtual Network Operators (MVNO)

6. Managerial nance and accounting

º Accounting and finance

º Financial statements º Analytical tools for financial performance

º Investment appraisals

º Costing and pricing methods

º Financial planning

º Budgets as management tool

7. Telecom’s (foreseeable) future and industry outlook

8. Case study presentations and wrap-up


The 5-day Mini MBA for the Telecom Industrywww.mce-ama.com/22985 Days

Level: Middle managersWhat business issues are addressed in this workshop?More than ever before, the dynamics and fast pace of the new Telecom Service environment require cross-functional experts who

master complexity and go beyond the silo thinking. This “Mini-MBA” program prepares participants to move into more senior positions

or into functions away from their base education. Therefore participants are exposed to the core management disciplines a business

leader in general should avail of and learn how the different functional disciplines can create synergy.




Who is this workshop for?Product and portfolio marketing managers responsible for

dening and managing the product offering of a Telecom

Service Provider and associated industries.



prepared to:

• Understand the economics of a retailer (product focus, shelf

space, etc.)

• Manage your own channels and how to maximize trafc and

revenues

• Understand the different distribution channels and their

specics.

• Motivate the channels and avoid fraud and other risks• Practice and understand the notion of “value selling”

• Develop negotiation skills with retailers and their buyers

• Prepare a retail channel action plan


Corporate strategy, Brand and Product Marketing

• Marketing in the corporate context

• Marketing: Setting the scene

• The destination: setting marketing objectives• Case study part 1

Dening compelling Customer Value Propositions

• Seven key building blocks: Insights, Segmentation, Brand,

Value Proposition, Commercial amplication, Enablers and

the Customer Journey

• Each block will be detailed for a better understanding of the

key principles

• Key concepts and new concepts will be used, like value based

pricing, new media, business process management


Enablers: People Processes & Systems

• Key capabilities: nancial, leadership and project management

• P&L principles

• Marketing revenue equation

• Business plan

• ROI, ROCE

• People dimension: left and right brain, inuencing, leading• Project Management: principles, governance, tools


Develop a Product Marketing Plan

• Establish your Product Marketing Plan

• Framework and example of a Product Marketing Plan

• Brieng and coaching for the presentation

• Final explanations and guidance


Product Management in the Telecom Industrywww.mce-ama.com/23394 Days

Level: Middle managersWhat business issues are addressed in this workshop?If there is one key role in the marketing chain of command in the Telecom industry, it is certainly the one of the Product Marketing

Manager. The Telecom industry has always been at the crossroad of providing a combination of products and services. The industry is

now going to enter a totally new era in order to reinvent itself. And the product marketer can really make a difference.

Even if you are not in charge of the company strategy and brand positioning, the decisions you make about the product attributes and

pricing will have a direct impact on the company brand and value proposal. During this 4 day intensive workshop, the participants will

get a clear view on the Product Marketing management basics—the seven building blocks. At the end of the workshop, participants will

have a clear view and tools to use in creating their own Product Marketing plans and to bring them to successful completion.





Who is this workshop for?Marketing, Channel and Brand Managers responsible for

managing the Retail chain in the Telecom service industry.



able to:

• Understand the economics of a retailer (product focus, shelf

space, etc.)

• Manage your own channels and how to maximize trafc and

revenues

• Understand the different distribution channels and their

specics.

• Motivate the channels and avoid fraud and other risks

• Practice and understand the notion of “value selling”

• Develop negotiation skills with retailers and their buyers

• Prepare a retail channel action plan

What are the major topics discussedin this workshop?

1. Understanding the basics of Telecom Retail

º Principle of Telecom Retail shops

º Economics and KPI’s used to manage a shop

º Principles of floor plan, shelves spaces, etc…

º Defining a Telecom retail strategy

º Case study part 1

2. Extend the Customer Value Proposition to Retail

º Understanding the Customer Value Proposition º Extending your brand attributes to the retail shops

º Value selling to retailers


3. Negotiation skills for Telecom retailers

º Questioning: techniques; golden rules; exercise

º Listening: being perceived as listening; golden rules;

exercise

º Interpersonal styles (direct, conceptual, social, analytical);

how to communicate better with each style; how not to

communicate

4. Negotiating with different styles

º Role plays


º Develop a Telecom Retail Plan

º Establishing your Telecom Retail plan

º Managing People and processes (goal setting, incentive

schemes, reporting)

º Leading the team

º Learning from mistakes



Retail Marketing and Sales in the Telecom Industrywww.mce-ama.com/23404 Days

Level: Upper-mid managers and middle managersWhat business issues are addressed in this workshop?The Telecom Retail Store is still one of the rst and main customer “touch point” for the Telecom Service industry. As some channels

are managed directly and some are being managed indirectly, motivating the staff, get the right “look and feel”, selling to the retailers

and make sure that the products attributes are making it to the end customer are difcult challenges. There is nothing worse than

having retails stores that are not reecting what the websites or the adverts have promised in the whole Customer experience. During

4 intensive days, this workshops will get the basics right on how to sell to retailers but also how to mix products and services in the

shops, negotiate with retailers and manage shelf space the most efcient way.




What business issues are addressedin this workshop?

You have an idea on how your company should change to

succeed, but you are not sure you have the full picture. And

you certainly do not have time to think things through. You are

looking for a sounding board and challenge from your peers

and experienced business leaders. How can you translate some

of those “Service Provider 2.0” concepts to your company and

adapt or modify your strategy and tactics?

How do some parts of this shift impact your company and your

department?

• The unbundling of the old integrated model

• Different business units with their own P&L

• The integration of new functions

• The emergence of new stakeholders and sales channels

Sound technology and investment in people have never been so

challenging. It might be time to adapt the company culture and

competencies. How do they t in your corporate performance

systems? What is the best way to communicate this to your

people? The same applies to the new commercial functions, the

partner managers, etc.

This workshop helps you to realize how your department, your

company is well positioned in this evolution and what actions

you might have to undertake.

Who is this workshop for?Senior and top managers and upper-middle managers with

several years of experience in one or more functional areas in

their companies.



able to:

• Adapt to the evolving Telecom service industry strategies

• Manage the impact of the new business environment

• Apply new approaches to company image/branding and trust

• Select new Sales & Marketing approaches that really work

• Deal with multiple stakeholders

• Use your Customer Care and Operations centre as a source

for improvements

• Develop new skills needed for the new Telecom service

environment

• Develop plans to change and adapt your organization

• Manage outsourcing


Strategy and Tactics to Become a Service Provider 2.0: TurningIP-based New Generation Network Challenges into Opportunitieswww.mce-ama.com/22913 DaysLevel: Senior and top managers, upper-mid managers





Who is this workshop for?Middle and upper-middle managers with several years of

experience in sales, business and product development

functions.



prepared to:

• Differentiate between evolutionary and revolutionary service

and product developments in the Telecom service industry

• Assess potential for premium “Product plus” pricing of

innovations in Telecom service industry

• Identify areas of innovation beyond core products

• Manage the perpetual “beta mode” and shortening product

life-cycle• Develop through partnerships with other stakeholders

• Choose when and how to make the build or buy decisions

• Outsource innovation activities successfully

What topics are discussed in thisworkshop?The Business Case for Customer Focus

• External trends

• Identify the new media and how they are used

• Analyze parallel situations in other industries

• Dening an innovation strategy


Managing Innovation

• Planning innovations and their implementations

• Managing perpetual beta

• Go through the “Make or buy”-decision

• Shortening time-to-market


Leading Innovation

• Cascading the innovation plan across functional businessunits

• Managing people and processes (goal setting, incentive

schemes, reporting)

• Leading the team

• Learning from mistakes


By the end of the workshop, you will have created a top-line

action plan to better ensure that the changes you envision can

become a reality in your business. The MCE Senior Associatewill give feedback and recommendations at the conclusion of

the programme.


Managing Innovation in the Telecom Service Industry -Evolution or Revolution?www.mce-ama.com/22953 DaysLevel: Upper-mid managers and middle managers


Signicant amounts of money and time are invested in developing products, solutions and technologies in the Telecom service industry

that, for numerous reasons, failed to deliver the anticipated results. Some services might quickly become huge successes and some

will not.

But how do you know where to draw the line? What impact will your decisions have on your business strategy and market launch?

How will customers perceive these new ideas? How do you manage the “perpetual beta mode”? How do you reduce time-to-market

drastically? How can you develop in partnership with others?




Who is this workshop for?This brieng is designed for senior and top management

in the role of responsible or adviser, confronted with the

company, division or business unit strategy formulation and/

or execution or considering realignment of their organisation.

Strategy managers or senior marketing managers reviewing

their customer value proposition or make the company more

customer-oriented.



prepared to:

• Gain insight from the current major global trends and take

advantage of the impact they will have on the Telco business

in the future

• Expand your knowledge of optional strategic concepts and

customer value propositions• Set-up processes for innovation and sustainable development

• Turn a company into a customer-centred organisation and

increase customer loyalty

• Get people to buy-in to your strategy and manage them

through the change

What topics are discussed in thisworkshop?The major trends which will impact Telecom Services

companies in the near future

• Exploring the major global trends

• Impact of these trends on Telco companies in general

• Lessons and opportunities for your own business

Alternative core strategies to deal with the trends

• Possible strategic options in the Telco market

• Consequences of strategic choice for how the organisation

is managed

• Decide on your company’s customer value proposition(s)

The new key prerequisites for success with strategies

• Sustainable development

• Innovation as a process

• Key measurement for customer centricity

Effective strategy implementation

• Get people to buy-in to your strategy

• Align people in the organisation

• Manage people through change


Strategy Update for Senior Managers in the Telecom Services Industrywww.mce-ama.com/23592 Days

Level: Senior and top managersWhat business issues are addressed in this workshop?Signicant trends are impacting the Telecom Services market today. These trends will profoundly change the business environment

and companies cannot but adapt to these evolutions to stay ahead of competition or simply sustain. Confronted with these trends,

senior management will need to challenge the current strategies and processes. They will have to adopt new business models based

on customer-driven, innovative and sustainable development. The people within the organisation need to be prepared for the new

approaches and managed through the changes it brings with it. In this brieng, participating senior management members will be

exposed to the major global trends, different strategic concepts, customer-centric models and strategy implementation frameworks.

MCE Telecom Service Industry

Documents

Transcript of MCE Telecom Service Industry