Customers expect to adjust the services they purchase in a flexible and personalized manner. Enabling customers to align their product or service should come without standard tariffs or increased out-of-bundle costs. By linking unit prices per service for all (not just new) customers, operators could minimize customers’ reconnections, saving on Subscriber Acquisition Cost (SAC). To limit the Average base Revenue Per Unit (ARPU) dilution in this situation, operators require an upsell strategy as a countervailing measure. An example would be to modify all sliders for present customers to keep them on the same ARPU, then let them pick “pay less” or “get more.”
Customers who think they have been mistreated are prone to quitting. Taking care of such “hygiene” factors reduces customer churn. Things like making equal offers for existing and new customers, eradicating small print, and sticking by the service promises are a given. Advanced experiences might include cash-back warranties or a one-click “try before you buy” offers.
Customer service divisions of prominent telecom operators must provide complete transparency about the present state and expected processing time of service cases. For example, operator mobile apps can display a customer’s inquiry status, significantly curtailing inbound calls. Where an offer or service is highly customized, customers need to see their CLV-based status, expected service level, and features or services they might have to pay for.
Operators need to connect with and learn about their customers. For example, by connecting with their customers on social media, an operator could augment their CRM data and empower agents to relate to a customer’s personal life (where appropriate) more precisely (with knowledge about hobbies and interests, a reference to latest holiday photos, and so forth).
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