Abstract
Customer Experience Management (CEM) has been a buzzword in both demand and supply side dynamics of the Telecom value chain. However emphasis is being given around CEM, it never feels just enough! Telecom ISPs are looking to generate more awareness of revenue generation and realization, so that it not only is about the increase of top line but also about consolidation of various products and services, almost being an aggregator at one stage to deliver with the help of a single service delivery platform. In other words, what is commonly known as VAS-Value added services in the industry. The key to this is real innovation, of newer ideas and productizing these concepts to market. For innovative product management, Telcos are opting to look for value added services, value added delivery as well as enhanced business models and operational frameworks. This is primarily done to carve out an innovation which leads to a differentiator non-existent in the market. A very common, yet unique one such concept can be the Balanced Scorecard perspective and mapping these different perspectives into various domains of a Telecom business. These are obviously very common in present days and widely used by all Telcos to arrive at a definitive decision for any strategic cause. It can be mapped to perspectives ranging from financial, customer-centricity and orientation, internal process management, functionality & delivery, lastly internal learning & growth. We need to understand the context of innovation of products & services under all of these above perspectives. This will give us immense clarity in creating such a differentiated offering to render enhanced Customer experience for better sustainability and thus thriving on market competition. Each layer of a Telco enterprise set up follows specific blueprint, whether its the business or operations or technology. This will ensure that all company strategies which are focused towards creating and delivering differentiated offerings and delivery are being realized appropriately hence the delta of perception versus reality is minimized to a great extent. This would definitely increase customer experience in all possible forms. Product life cycle management which forms the heart of CEM, should be certainly driven by cost of sale as well as price of product. Both of these parameters should be populated through a Balanced scorecard from a financial perspective to decide on a go-no go decision for concepts to be marketed in a Telco. These need to be realized through specific derivatives of business processes following best practices to ensure enhanced customer experience and better delivery of services to the end customer. Perhaps, the most important
perspective of creating a balanced scorecard matrix will be the customer centricity perspective. Two fundamental aspects which drive this would be price and quality. Both of these should be focused on to deliver value augmentation. The difference between what becomes a product or a service asset with regards to what transforms into a liability is this value differentiation through the process described. This leads to customer delight or a differentiated customer experience thus enhanced CEM.
Keywords: Balanced Scorecard, Customer Experience, Demand, Kpis, OEM, Supply Side, Service Delivery, Value Chain, VAS
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