Client:
German Mobile Operator

Challenge:

Compensation policy is often a neglected area; considered part of daily business or regarded as a necessary evil. Compensation is rarely a process that is actively managed and it therefore often remains suboptimally designed. Companies that optimize how and in what circumstances compensation is granted can achieve significant results, either by increasing customer satisfaction or by increasing cost efficiency. Up to 65% of goodwill payouts can be saved while maintaining the existing level of customer satisfaction.
The challenge is to identify the optimum between customer satisfaction and cost savings for each company and to realize it through the implementation of selective optimization measures.

Core issues:

  • What does the compensation policy look like and what are the rules for granting goodwill?
  • How much is paid out in compensation and what is the proportion of corrective vs. goodwill payments?
  • Which measures can be implemented to optimize the goodwill process?
  • How much cost savings will each measure generate?
  • How can we prevent a negative impact on customer satisfaction?
  • How can we set up an inlife management process to ensure a permanent optimisation of the goodwill process?

 

Our input:

  • Identification of savings potential
  • Prioritisation of measures according to impact and feasibilty
  • Implementation of two top optimisation measures
  • Development of an inlife management concept
  • Introduction of inlife management and hand-over of activities

Results:

  • Reduction of goodwill payouts by 30%
  • Decrease of the volume of goodwill by 17% shortly after the introduction of the measures
  • Identification of measures to further reduce the volume of goodwill
  • Implementation of a sustainable process to manage and continuously improve the compensation process

Client:
German Mobile Operator

Challenge:

Customer Service is in the middle of the conflicting targets of cost efficiency, quality in terms of outstanding customer experience and sales targets. Apart from that, a restructuring of the line organisation had to be implemented.

Core issues:

  • Enforcement of sales activities
  • Increase in efficiency  (average handling time, service level, etc.)
  • Augmentation of customer satisfaction
  • Implementation of the reorganisation

 

Our input:

  • Work as an Interim CFO
  • Multi project management
  • Management of the savings during the current budget year
  • Organisation of a relocation project / verall project management

Results:

  • Sucessful sale of locations
  • New supplier contract
  • Savings of several mill. € within the current calender year
  • Increase in sales by 10% during the current year
  • Introduction of technological innvoations

Client:
German mobile network operator

Challenge:

The mobile communications sector is characterized by an increasing complexity of products and services – above all on account of many existing customer tariffs and an increasing margin erosion. In particular when managing existing customers, this calls for tool-supported value orientation, both for contract extensions and for up- & cross-selling measures.

Core issues:

  • How exactly can value-orientation be achieved?
  • Which turnover figures and costs could be used upon DB assessment to enable a fair evaluation of different customer segments?
  • Which policy for changing tariffs and options is to be used?
  • How are commissions for sales channels calculated in case of value orientation?
  • How can a realtime decioning engine delivery valid results while still efficiently dealing with all customer enquiries on all channels?

Our input:

  • Coordination of all functional requirements
  • Quantification of the positive effects
  • Responsibility for functional transfer of operations

Results:

Ongoing – Launch scheduled for 2012

Client:
German mobile network operator

Challenge:

On account of the diversity and heterogeneity of retention measures as well as the often decentralized responsibility for the specific costs of contract extensions, the contract extension costs are very non-transparent. A transparent cost analysis as well as a more exact and value-based budget allocation is to be achieved by combining essential streams of costs as well as distributing costs among different channels, offers, types of costs, DB classes, customer segments etc..

Core issues:

  • What are the overall costs of a contract extension?
  • What is the amount of the individual types of costs?
  • How are the contract extension costs distributed according to channels and DB classes?
  • Do the costs per customer correspond to his or her specific value proposition?
  • How could channel efficiency be increased?
  • What savings could be achieved by optimizing the budget allocation?

Our Input:

  • Overall project management
  • Development of the approach
  • Clarification of all required interface discussions
  • Start-up of the prototype
  • Development of ideas for optimum budget allocation

Results:

  • Disclosure of the exact costs per contract extension according to channel, DB class and type of offer
  • Optimization of the value-based offer structure for contract extensions
  • Verifiability of the positive effects of a value-based CRM approach

Client:
German mobile network operator

Challenge:

On account of the variety of flat rate offers on the market it is becoming more and more difficult to increase the turnover per existing customer by means of traditional mobile communications products. Innovative and novel products are required to open up further turnover and value potentials by cross- and up-selling measures.

In order to unlock these opportunities, a strategy is to be developed for evaluating potential new products and measures for the CRM sector for the years to come.

Core issues:

  • Which additional products and services could be offered to customers as a principle?
  • Which products are being marketed by domestic and foreign competitors?
  • Which products would be in line with the corporate strategy?
  • Which products would be profitable and could be implemented technically and operatively by when?

Our input:

  • Analysis of the competitor’s activities and research of international up- und cross-selling products in mobile communications
  • Evaluation of potential products in terms of turnover and expenditure for implementation
  • Pre-feasibility for selected products which would be an optimum supplement to the existing portfolio
  • Creation of a roadmap for the launch

Results:

  • Successful implementation of the first products

Client:
German mobile network operator

Challenge:

Additional services and campaigns must be planned to reach the intended turnover figure. The realization of a comprehensive lottery requires resources and know-how that cannot be mastered by the customer himself.

Core issues:

  • Which basic lottery mechanisms are available to generate short-term turnover?
  • Which periods, prize structures, communication strategies etc. would be the most suitable?
  • Which technical and legal restrictions must be taken into consideration?

Our input:

End-to-end realization and project management

  • Analysis of possible concepts as well as of technical and legal restrictions
  • Selection of providers for technical realization as well as securing a media partner
  • Comprehensive partner management as well as internal coordination with the relevant stakeholders
  • Arrangement of the communication concept including SMS and e-mail campaign, coordination with media partners, etc.
  • Support of technical implementation
  • Invoicing to the partners

Results:

  • Achievement of a relevant turnover result within 7 days
  • Smooth technical and organizational process

Client:
German mobile network operator

Challenge:

A too high churn rate, lack of cost control as well as lack of processes and CRM structures constituted the challenges of this young brand. The high loss rate had to be reduced in the framework of this project.

Core issues:

  • How could the churn rate be reduced?
  • How could efficient winback and cross-/upselling processes be implemented?
  • How could the transparency of the processes be increased and forecasts be made?

Our input:

  • Implementation of CRM processes
  • Operative execution during start-up
  • Creation of a management cockpit for deducing future measures

Results:

  • Reduction of churn rate by 9%
  • Reduction of ARPU loss caused by tariff changes by 12%

Implementation of CRM program

Client:
German mobile network operator

Challenge:

The sale of new products and increased flexibility in the company’s orientation required a suitable commission system.

Core issues:

  • How can new commission models be presented without IT?
  • How can the quality of payments be improved?
  • How can a flexible position with regard to new sales strategies be achieved?

Our input:

  • Presentation of all commission models
  • Monitoring and reporting concept
  • Quality control measures

Results:

  • Simplified configuration of the new software

Launch of the incentive management system

Client:
Commercial enterprise

Challenge:

The company requests a strategic realignment and operationalization of sales. This is to be achieved on the basis of geocoded survey methods while usage of the marketing and sales budget is to be optimized systematically.

Core issues:

  • How could different sales organisations be used in the best possible way in different regions?
  • How could existing sales potentials be exploited in the best possible way?
  • How could marketing investments be used in the best possible way?

Our input:

  • Definition of a performance scoring.
  • Definition of new sales structures.
  • Development of an investment calculator for marketing investments.

Results:

  • New regional sales structure in various layers.
  • Integration of a sales performance cockpit.

Value-based partner management

Client:
German mobile network operator

Challenge:

The existing incentive model is not sufficiently ambitious to support the corporate objectives in an adequate way.

Core issues:

  • How can we develop a more attractive incentive model in consideration of all levels?
  • How can the topic “Multichannel” be considered in the model?
  • How would the incentive system become more attractive for top sellers?

Our input:

  • Development of an incentive and payment model taking into account the challenges of a multichannel concept.
  • Integration of sales functions that had not been considered before

Results:

  • Implementation of the new incentive model

Increase in sales figures