Mobile Data White Paper 19-12-11 Small

8/3/2019 Mobile Data White Paper 19-12-11 Small

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Overview

The consumer technology phenomenono recent years has been the rise o

smart devices and mobile applications,

a trend that shows no sign o slowing

down. People are increasingly drawn

to eature-rich devices that continue to

support new unctionality. Mobile phones

have evolved into highly sophisticated

handheld computers, with touchscreen

keypads, quality cameras, and a range o

communication options supplemented by

the ability to watch video, listen to music,

play games, download apps and sur the

web. They can even make calls.

The evolution o competing smartphone

platorms compounds the challenge or

customer service teams. Android, iOS,

Symbian, RIM and Windows Phone

have their own ecosystems o apps and

services. They oer highly personalised experiences that

have made them central to peoples’ liestyles.

The good news or MNOs is that smart devices and

applications are the entry point to data services that

generate more network trafc and revenue potential.

Mobile Data:Is Your Customer ServiceUp To Speed?

The growing popularity o smartphones and applications, with their

increasingly rich unctionality, has changed the way people use

technology and accelerated demand or high quality mobile dataservices. For Mobile Network Operators (MNOs), the complexity

and variety o smartphones and applications represents a

signifcant customer service challenge

| W H I T E P A P E R



At a time when traditional voice and SMS services are

becoming less proftable, mobile data services oer new

revenue streams and the chance or MNOs to dierentiate

themselves.

The downside is that the complexity and variety o smart

devices create customer service challenges that have the

potential to undermine the revenue opportunities. MNOsneed to take into account the Total cost o Ownership

(TCO) o supporting smart devices and their ecosystems

o services. Analysts have observed that smartphone-

driven costs are rising and the capital expenditure required

to support increasingly complex devices is eating into

margins and undermining long-term proftability.

The pain point and the rising

cost base is the customer

service centre. Smartphone

complexity and the increasingly

diverse content and services

they carry are generating higher

volumes o support calls and

longer handling times. Some

operators have seen a 40 per

cent rise in calls related to

smartphones and mobile data

compare to traditional voice

and SMS services. In addition,

call handling times or smart

phones can take up to 50 per

cent longer than standard

mobile phones.

This problem is only going to grow. According to research

rom Inorma, smartphone sales are expected to grow

rom 432 million units by the end o this year to over 870

million units by 2016. Most o this growth will be driven

by Android, Apple and Microsot. Their dierent operating

systems, user interaces, and mobile application stores

have a signifcant impact on the volume o support calls

generated.

In a short time, smartphones will become the standardphones. These sophisticated devices support powerul

applications and increasingly high-speed connectivity that

generate 24 times more mobile data trafc than traditional

handsets. Global mobile data trafc nearly tripled or the

0

100

200

300

400

500

20112010 2013 2016201520142012

Symbian Android Apple iOSx Blackberry OS (QnX) Microsoft Linux Total† web OS

INFORMA TELECOMS & MEDIA FORECAST ON SMART DEVICES BY OS : 2010-2016

S A L E S V O L U M E ( M I L L I O N )

YEAR:

Smartphone sales are expected to grow rom

432 million units by the end o this year to over

870 million units by 2016

third year in a row and will increase 26-old between 2010

and 20151 .

Data volume growth rates are exceeding that o revenue

and rising support costs, putting even more pressure on

the bottom line. Operators need to look at ways to reduce

the volume and time spent handling mobile data calls.

They need to reengineer their current support inrastructure

and business models to handle the new world o mobile

data services enabled by smartphones and applications toensure on-going proftability.

1 Cisco Visual Networking Index:

Global Mobile Data Trafc Forecast Update, 2010-2015




The Drivers

Long gone are the straightorward days o just delivering

voice and SMS services. Operators are now one piece

in a complicated jig-saw o mobile data services. The

prolieration and popularity o data services has led to a

growing interdependency between operators, handset

manuacturers and content providers. All this complexityconverges on the smartphone, the key point o customer

engagement where the user makes their choice o

applications and services.

Typically, issues that drive greater call volumes

and longer handling times include:

Feature Overload

Beore they even start to explore mobile data

services, users must amiliarise themselves with

the buttons and unctionality on a device built or

multi-tasking. A camera, computer, entertainment

device and communications tool, there is a steep

learning curve uelled by dierent operating

systems and manuactures, each bringing its own

idiosyncrasies to an already-complicated device.

Whether it’s trying to set up an email client or the frst

time, downloading and confguring applications or setting

up notifcations, it can be quite a challenging experience andcustomers oten turn to support teams when they mistake

complexity or aults. Some operators have reported that

over 10 per cent o smartphones are returned even though

there is nothing wrong with the device. The problem can

oten be traced back to customers being sold the wrong

device or their needs, or simply not understanding how to

use it, but this is cold comort to operators who pick up the

tab or more support calls.

Upgrades and Updates

OS sotware and mobile applications are subject to new

iterations as developers seek to continually improve their

products. Changes are typically downloaded directly

to the smartphone. The problem is that a new operating

system update, or example, can have a signifcant and

unpredictable impact, leading to greater volumes o

support issues and longer call handling times.

Sotware updates or avourite games or applications

present other challenges. For example, in November 2010,

Rovio Mobile admitted there were issues with a particular

upgrade to its best-selling Angry Birds game where

lower speced Android devices experienced signifcant

perormance issues, resulting in a lood o support calls.

?

One operator

reports that over10 per cent o

smartphones are

returned even

though there is

nothing wrong

with the device.




to solve it. It doesn’t matter i the issue is handset or

application-related, there will be more strain on customer

support, which means additional investment.

The challenge is to deliver a proftable customer service

that will address support issues efciently, mitigating the

risk o brand damage and disengaged customers who will

switch operators to get the level o experience they want.The consumer is not interested in the complexity behind

the service. Regardless o whether it’s coming rom a

third party or the operator, they may well move to another

provider i the experience is unsatisactory.

Despite multiple service options and a whole new

ecosystem o applications and content, the operator’s

customer service centre is oten considered as the single

point o contact. They end up felding calls on issues that

the operator doesn’t even “own”. When a consumer raises

a mobile data support issue, it may have nothing to do with

their data network but point to something like an operating

system update or unctionality specifc to the device.

Various scenarios highlight the scale o the challenge:

• Dealing with third-party video/music content

queries, customer service representatives may

need to dierentiate between a problem with

inrastructure and a problem that emanates rom

the provider.

• Difculty accessing a social network rom a

smartphone can be caused by any number o actors,

rom the type o phone to the operating system, to

the way the device has been confgured.

• When users frst buy a smartphone they are

aced with confguration complexities and turn

to customer service representatives to help them

navigate their way on learning how to use the device.

• App developers and handset manuacturers release

updates that generate more calls, putting support on the

back oot as it plays catch-up and tries to understand the

impact o the changes.

• An “echo on Skype” or “WhatsApp running slow” demand

careully thought through support policies, balancing the

MNOs must adapt to the new world o mobile data

and smartphones where consumers expect seamlessdelivery o rich content and services, no matter how

personalised or varied their choices.

The Challenge

MNOs must adapt to the new world o mobile data and

smartphones where consumers expect seamless delivery

o rich content and services, no matter how personalised

or varied their choices. Despite the growing list o

stakeholders in the mobile data value chain, the operator is

still the frst point o contact or many customers, so whenthe experience doesn’t match expectations, the burden

alls on customer service representatives. They have to

identiy the precise cause o the problem beore they can

set about solving it.

I the overall experience is disappointing, customers might

return the device and/or leave the network. Customer

support, thereore, fnds itsel at the rontline o the war

against churn, and ultimately, the long-term proftability o

the operator.

Regardless o whether the problem is the ault o the device,

the service, the network or simply a misunderstanding

on the part o the customer, the onus is on the operator




need to manage the network with a strategic approach to

supporting third-party services.

Customer service representatives are expected to deal

with multiple smart device and mobile application issues

that require in-depth levels o knowledge. Calls are more

prone to be escalated and redirected to specialist technical

support. Not only does this mean longer resolution timesand more cost, it leads to a poor customer experience

that potentially damages long-term relationships with the

operator.

The core problem is the absence o visibility o actual

consumer behaviour across the data network and the

devices and services that are being used. Without real-time

inormation, the operator will struggle to grasp a detailed

understanding o how the interdependency plays out

between content providers, handset manuacturers and

their network. The absence o real-time visibility makes

it very difcult to get to the root cause o specifc issues,

leading to delays in customer service and longer call

handling times.

The Solution

The ollowing are fve steps that will help MNOs reduce call

volumes and handling times.

1. Segment Customers

The frst step is to recognise that there are many dierent

types o smartphone users. There are many dierent types

o mobile users that can be categorised by the way they

use and consume data. Light users access the internet

intermittently and are unlikely to collect email on their

device, or example, while power users will make mobile

data central to their lives, accessing everything rom apps

and games to blogs and social networks. These tech-

savvy consumers can be the most demanding in terms o

expectations.

Broad categorisation is a good starting point or

understanding customers but a better approach may be to

segment by value. Because a megabyte o messaging is

worth more to some users than a gigabyte o video, this is

is not as clearcut as it used to be and a “one size fts all”

approach is no longer appropriate.

Operators need to organise customer service around

dierent types o users, ensuring that its most valuable

support resources go to its most valuable customers. This

will acilitate an eective and accurate triage, the process o

determining the type o support required based on the type

o use, as well as the type o issue. Dedicated teams should

also be set up around dierent operating systems and

types o services such as gaming and social networking.

Five steps will

help operators

relieve support

call congestion

and overcome the

new complexity.




In turn, the operator can share inormation on usage trends.

For example, what applications are people using on their

iPhones and how does this break down across dierent

customer segments? Operators can also share details

o recurring device issues that can be taken on-board

by the manuacturer to improve device perormance and

unctionality.

4. Match the User to the Device

As discussed, some customer service problems have their

origins at retail. Pre-sales support around the growing

range o smartphones is sometimes inadequate, leading

to a mismatch between the unctionality o the device and

what the consumer actually needs. Does a light user, or

example, really need the latest must-have, top-o-the-

range device?

I the retailer puts the wrong device in the wrong hands, it

can lead to more support issues, greater call volumes and

longer handling times. In many instances, where there is a

poor understanding among consumers o how to confgure

the device or install an application, customers simply return

the device even though there is technically nothing wrong

with it, resulting in added cost to the operator.

By determining which type o customer suits a particular

smartphone, the MNO can optimise the customer

experience, promote greater customer loyalty, and crucially,

reduce the volume o support calls.

2. Arm Service Representatives with Information

By presenting customer usage data to support teams

in an easy-to-understand and intuitive ormat, they are

better equipped to navigate the process o diagnosing and

resolving customer issues. They will be able to veriy i

a problem is related to a specifc application or update;

they will be able to see i a reported issue is a one-o orsomething that is being experienced by other users with

the same type o device in the same location.

Customer usage data needs to go deeper than

the network, oering real-time inormation on the

dierent devices and applications consumers

use, including details o operating systems,

specifc confgurations, avourite applications and

recent downloads.

With real-time updates on network perormance and the

services automatically available to them, customer service

representatives will be better prepared to tackle problems

when they arise. For example, i they know that an important

update to a social networking site is taking place, they will

be able to improve frst call resolutions and reduce the

need to escalate calls.

3. Forge a Partnership Approach

Handset manuacturers and content partners can play

a key role in optimising the perormance o devices and

applications across the network, notiying the operators in

advance o any upgrades or updates so customer service

representatives are better prepared to deal with issues that

might arise.




I customers are grouped according to dierent behavioural

attributes, the segmented data can be shared with retail

sta. Knowing what smartphones and applications are

suited to dierent user types will help them achieve a

better match between what the customer needs and the

device they purchase. At the same time, the operator

can market and promote applications suited to dierent

customer groups based on usage patterns, or services ithas optimised or the network. Favoured apps can be pre-

installed on a preerred device and pushed with confdence

because the operator knows that perormance will not be

an issue.

5. Empowering Consumers

Finally, building sel-service options into customer service

will reduce the pressure on support services by empowering

customers to try and fnd a solution themselves. Sometimes

it’s about bringing issues to their attention beore they

become a problem.

Customers can be alerted about avourable upgrades

to their handset or avourite services.

Appropriate applications can be

promoted that are optimised or

the type o customer. Online

tutorials can show how to

use particular devices with

FAQs on new updates

to pre-empt potential

problems. The endgame

is reduced call volumes and

shorter handling times.

Building sel-

service options

into customer

service will reduce

the pressure onsupport services

by empowering

customers to try

and fnd a solution

themselves.




Conclusion

Pressure on customer service centres will only increase

as smartphone penetration grows and mobile data

applications prolierate. There is an innate complexity in this

explosion o devices and services that will inevitably impact

on the customer service centre. Regardless o whether

the problem is the ault o the device, a third-party serviceprovider, the network, or simply a misunderstanding on the

part o the customer, the onus is on the operator to come

up with a solution.

To reduce the volume o calls

coming to customer services

centres and the time it

takes to resolve them,

an MNO should seek

to deploy as many

o the solutions

outlined in this

paper as possible.

Call volumes related to mobile data services can be

reduced by orging stronger relationships with handset

manuacturers and content providers, promoting avourable

devices and applications or use on the network, and

empowering consumers to resolve issues using sel-care

processes.

Call handling times can be reduced by ocusing more on

organising customer service resources around dierent

customer segments and empowering support teams

with greater visibility and tools to improve frst

call resolutions.

Taking a holistic approach to all o

this, MNOs will be able to optimise

the Total Cost o Ownership

o supporting mobile data

services on their network as

well as deliver the best possible

customer experience.

CASE STUDY

MNO achieves signifcant cost savings

An international MNO gave their customer service

sta access to key customer usage inormation

related to mobile data services that included the

ollowing:

• Details o particular network issues or

connectivity/throughput issues across dierent

locations in the network.

• Connectivity issues related to the subscriber’s

handset

• Details o new applications subscribers had

downloaded onto their devices.

By providing this inormation in an easy-to-use

and intuitive ormat, average call handling times

dropped by over 25% while the number o calls

escalated dropped by over 33%, leading to

signifcant cost savings and First Call Resolution

improvements or the operator.




Copyright © The Now Factory 2011. All Rights Reserved.

All data contained in this overview is for information purposes only and is subject to change without notice.

HEADQUARTERS

The Now Factory

Cedarhurst Building

Arkle Road

Sandyford Business Park

Dublin 18

Ireland

Tel: +353 1 297 3388

Fax: +353 1 297 3381

NORTH AMERICA

The Now Factory

800 West El Camino Real,

Suite 420

Mountain View

CA 94040

USA

Tel: +1 650 294 4091

SINGAPORE

The Now Factory

Level 42

Suntec Tower Three

8 Temasek Boulevard

Singapore 038988

Tel: +65 6829 2392

About Us

The Now Factory helps MNOs achieve signifcant saving around customer

service by empowering support teams with real-time Customer Experience

Management(CEM) tools.

With over 30 dierent mobile operators in 25 countries, the Company is the

leading provider o customer-centric intelligence or data services, providing

the most accurate and in-depth understanding o the customer experience

across dierent devices, applications and the network itsel. This rich source o

intelligence provides the operator’s customer service team with detailed metrics

on the type o experience individual customers are receiving, and the impact o

dierent device types, applications and location.

Because The Now Factory analyses the customer experience in real time,

customer service teams have the most accurate and up-to-date inormation

and are able to reduce call handling times or support issues. They can easilyaccess a range o customer insights around device and application usage or

segmentation purposes, helping them adopt a more proactive approach to

reducing support call volumes.


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