MB B PoP PrP
WHAT WILL WE DO WITH OVERALL TNPS FEEDBACK?
Complete
Customer
Feedback
0 to 10 & VERBATIM ANALYSED
TNPS RESURVEY
Closed loop success KPI
REAL-TIME TRACKING
ROOT CAUSE ANALYSIS
FAST REACTION
DRIVING CHANGES BASED ON CUSTOMER FEEDBACK
Customer comes first!
> Example: Touchpoint Net Promotore Score in vip mobile
> Underlying Hypothesis: Promoters are spending more, are more loyal, are giving “free” acquisition support and provide you with open and useful feedback on how to improve.
> That only if the measurement is part of a “net promoter system”, getting behind the assessment and closing the loop through improvement (customer experience management) and following up
> All of that as an intro into the controlling challenge of getting into “Big Data”
What is happening in our environment?
> Germany: Industry 4.0
> Serbia: Industry 2.0 we have got to get a lot more digital first!
> Social media Serbia on top of the world
> We are in a great position to prepare Controlling for a data driven working environment / we can build up skills as we grow into digitalisation
What are the driving forces behind / what is the transition requirement?
> Volume huge volumes of data
> Velocity high speed for processing
> Variety huge variety of sources
> Value what is the value of the new information?
> Extending our insights from: > What happened Why did it
Industry examples
> (Disruption is a big lever to success, but not a prerequisite)
> Netflix (2014 data)
> 2.200 employees, 5,5 bn US$ revenues, 226 m US$ net income
> 1/3 of employees working on the recommendations engine
> Netflix prize to challenge their own excellence, e.g. moving into contextual recommendations, and insources via own production leveraging know how > with instant availability, viewing habits are: you switch if you don’t like it
> Uber (in Serbia?)
> Business model eliminates overhead and time lost in transaction
> “Surge pricing” as one of their assets, applying demand based pricing
Challenge and Roles for Finance / Controlling
> Controlling should drive the introduction / implementation and the use of vast information (in case your business is not run by Travis Kalanick and likes and is lagging behind)
> Controlling should be on top of changing the focus from “what happened and why” to “what will happen if we repeat / change / skip” forward to “we need to push this channel, this product, this constellation in this context”
> That does not mean to take over the business decision, but that means to push leaving the standard and learned patterns of the business practise
> Especially when a lot of data is already available, it is a strategic topic to drive discussion at the decidion level how to leverage it best
Required skills for a digital controller*
> Personality: high analytical skills
> Way of work: self-motivated, independent, solution-driven
> Social competency: communicative, teamworker, cross-functionally oriented
> Management skills: ability to organise (less management functions demanded)
> Task-related:
> Strategy: development of analytical frame for the operation
> Analytics: customer focussed
> Reporting: less dashboards but recommendations and conclusions
> other: interfacing teams, quality assurance
To return to vip mobiles Touchpoint Net Promoter Score
> We will soon see the correlation between the promoters / the consumption / the possible conversion rate after following up on distractors (which adds to the brand and employees net promoter score)
> As a telco, we are fortunate that a lot of information is available, however we know that we are not yet making the most out of it / we are still building up more capabilities
> Especially when it comes to content and (contextual) behaviour there is a lot to learn about customers, that then needs to be leveraged with real time interaction / action with our customers
> As Finance representatives, we need to be a catalyst that controllers are on top of what is available / and what is possible, to ask the right questions and to know what is not yet exploited, try and accept errors.
Thank you
Q & A
