What should the new B2B operations model look like in the telecommunications industry?

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What should the new B2B operations model look like in the telecommunications industry?

The UK’s telecom market remains one of the largest in Europe. The current portfolio of products and services is now incorporating a set of digital and virtualized services that complicate an ecosystem that is already complex and unstructured, where the manual procedure and the customization of the offer is the norm and not the exception.

New customer demands, advances in IoT, new potentialities of virtualization, and new players require telcos to have a strategy that manages the entire value chain of a B2B customer.

Today, telecommunications companies have a great challenge in customer operations in the B2B segment. The current portfolio of products and services is now incorporating a set of digital and virtualized services that complicate an ecosystem that is already complex and unstructured, where the manual procedure and the customization of the offer is the norm and not the exception.

This digital transformation is not sustainable without a solid foundation in five dimensions:

1. Solid systems architecture, aligned with new industry standardization models (such as those promoted by ETSI, TM Forum, or telcos such as AT&T with its ECOMP methodology)

2. Industrialized customer operations, eliminating transactional activities to focus on efficiency and customer experience.

3. A clear strategy of rationalization of products and services that enables the industrialization of operations, and involves them in the process of transformation of the offer from the first moment.

4. A network services architecture focused on monetizing the current broadband granularity, assimilating paradigms of the residential market, ensuring the quality inherent to the B2B segment, minimizing the construction of custom accesses.

5. An ambitious approach to virtualization of infrastructure and services that allows combining the benefits of new architectures with the digital capabilities that customers demand

And what does an industrialized model of Customer Operations mean in this context?

The power of data:

Maximizing the use of analytics in fully digitized customer operations through the power of Big Data, machine & amp; deep learning, and cognitive to combine the analysis of behaviors and interactions with the client with information from the evolution of the project. Experience allows us to anticipate the customer’s NPS from day one, and achieve efficiency improvements of 15-20%.

Focus on customer experience:

When automation and artificial intelligence capabilities are introduced into the back-office processes, talent is refocused towards the front office in contact with the client, as well as towards the continuous innovation of the company throughout this digital transformation process.

Liquid workforce:

Traditional professional profiles are being diluted and Telcos must reorient capabilities towards the client, new technologies, services, and business models; automation and the creation of complex algorithms that provide intelligence applied to new models and technologies.

A liquid digital operations model will allow for a quick and agile adaptation to variability in demand and changes in business needs without penalizing profitability or customer experience.

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