Upload
rob-van-den-dam
View
779
Download
0
Tags:
Embed Size (px)
DESCRIPTION
This study covers 4,183 face-to-face conversations with CxO’s in 70 countries – 218 of them from the Telecommunications industry
Citation preview
© 2013 IBM Corporation
IBM Institute for Business Value
The Customer-activated Telecom
ProviderInsights from the global C-suite Study 2013
The Customer-activated Telecom Provider
Insights from the global C-suite Study
© 2013 IBM Corporation
IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
4 Pulling together
2
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
© 2013 IBM Corporation
IBM Institute for Business Value
The IBM global C-suite Study draws on a decade of research with over 20,000 interviews
600
CSCOs
4,500
CFOs
1,500
CHROs2,200
CMOs
7,000
CIOs6,300
CEOs
3
© 2013 IBM Corporation
IBM Institute for Business Value
28Middle East and Africa 30
Asia Pacific
Central and Eastern Europe
42Western Europe
47
Japan
20
North America
16
South America
35
This study covers 4,183 face-to-face conversations with CxO’s in 70 countries – 218 of them from the Telecommunications industry
4
Telecommunications distribution
Source: Question E–Participant Country; Telecommunications n=218
© 2013 IBM Corporation
IBM Institute for Business Value
5
Cloud
Analytics/
Big data
Social
Mobile
Advocacy
GIE Digital
Telco2015
2010 2011
2012
2013 2013
2013 2014
2013
Click on pictures to access the documents
The IBV Telecom industry and CxO studies are a set of reports, identifying the challenges of CxOs in the changing telecom industry
© 2013 IBM Corporation
IBM Institute for Business Value
In addition, our biennial Consumer Surveys – the most recent one conducted in Fall 2013 – address related topics
6
Telecom Consumer survey Fall 2013 in 35 countries
© 2013 IBM Corporation
IBM Institute for Business Value
The Consumer Surveys thus enable us to compare views from the ‘supply’ side and the ‘demand’ side
7
Customer Spending
priorities for 2013 –
2015
Customers’ Adoption of,
Experience with, CSP’s
products and services
Customer Sources of
Information for CSP’s
products/ services
Customers’ Attitudes
towards CSPs
Customer Advocacy
and Antagonism
Customer Trust
in CSPs
© 2013 IBM Corporation
IBM Institute for Business Value
Much has changed since 2004: digitization has given customers far more clout and transformed their expectations
Business models evolve toenable external partnerships and collaboration
The digitally active customer moves to the top of the C-suite agenda
2004 2008 2014
Focus on cost reduction to deal with increasingly global competition
8
© 2013 IBM Corporation
IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
4 Pulling together
9
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
© 2013 IBM Corporation
IBM Institute for Business Value
The Telecommunications perspective of the C-suite study draws on input from six C-suite roles
10
Source: Question E–Description current role; Telecommunications n=218
C-suite composition Telecommunications sample
CHRO
7% CEO
23%
CEO23%
Role
distribution CFO7%
CIO33%
CMO24%
CSCO6%
© 2013 IBM Corporation
IBM Institute for Business Value
Telecommunications CxOs think technology will be the most important external force shaping the future of their enterprise
11
2010Telco CEOs
2012Telco CEOs
2013Telco CxOs
1
2
3
6
4
5
7
8
9
1
2
3
6
4
5
7
8
9
Technology factors
Market factors
Regulatory concerns
Macro-economic factors
People skills
Socio-economic factors
Globalization
Environmental issues
Geopolitical factors
2
3
6
4
5
7
8
9
1
Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; Global n=4,009; Telecommunications n=218;
2010/2012 Global CEO studies
2013All industries
2
3
6
4
5
7
8
9
1
External forces impacting the enterprise (3–5 Years)
© 2013 IBM Corporation
IBM Institute for Business Value
Some technologies impacting telecommunications are now mainstream
12
Mobile phone
Multi-media
and internet
(email)
enabled
Rise of
Windows
OS and
Wintel
systems
Growth of
direct to
consumer
sales
Talking
bricks
Slow
speeds,
textual
content
Broadband ,
multimedia
content
First
successful
PC,
launched
Apple
First
compact,
standalone
PC
Netbooks and
continuing
miniaturization
Always
connected,
across
devices
Smartphone
enters
consumer
market
Computer
Internet
19881978 20081998 Today
Smartphones
are enabling a
new range
of business
models
Ubiquitous
connectivity
makes content
accessible
everywhere
Miniaturization
and cost
reduction
Technologies
Affordable
computing
expands
access to
PCs globally
© 2013 IBM Corporation
IBM Institute for Business Value
Other technologies such as social, mobile, analytics and cloud are at the beginning of maturity, but already impacting telecommunications
13
Power of Analytics
Cloud Enablement
Social media explosion
Mobile revolution
Miniaturization of computing power
Prevalence of social networking
2010
Browser-based cloud applications
Watson wins Jeopardy
2000 2005
Social apps harness network effect for services
Consumer cloud services
Forces
• Increasing consumer demands for immediacy and ubiquity
• Influencing all aspects of business models and operations
• Decreasing revenue from traditional communication
• Increasing Customer influence/ power and collaboration
• Increasing capabilities to provide new services from the cloud
• Evolving dramatically different business models
• Enhancing all aspects of decision making and customer experience
• Evolving new business models and business ecosystems
Today’s/Future impact
© 2013 IBM Corporation
IBM Institute for Business Value
Telecom CxOs foresee major changes in their offerings enforced by major changes in the competitive landscape
14
Source: Question E9–How do you see the landscape changing over the next 3 to 5 years?; Telecommunications n=218
Shifting ground: business landscape changes
Maintain current offerings
Competitors fromsame industry
Develop new offerings
Competitors from other/new industries, including OTTs
5%
21%
90%
71%
Neutral
“Data monetization will be very important in the future as
telcos reinvent themselves, as competition in the Business
As Usual markets increases with Over The Top offerings.”
CIO, Telecommunications, Canada
© 2013 IBM Corporation
IBM Institute for Business Value
In addition, telecom CxOs also foresee major changes in engaging and interacting with customers, and in partnerships
15
Shifting ground: business landscape changes
Source: Question E9–How do you see the landscape changing over the next 3 to 5 years?; Telecommunications n=218
Operationalcontrol
Partnering toincrease efficiency
Focus on customers as segments
Face-to-faceinteraction
Smallerpartner base
Organizational openness
Partnering to increase value
Focus on customers as individuals
Social/digital interaction
Bigger partner network
27%
16%
18%
27%
12%
55%
68%
65%
82%
75%
Neutral
3a.Open up to customer influence
3b.Pioneer digital-physical integration
3c.Craft engaging customer experiences
4. Pulling together
© 2013 IBM Corporation
IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
4 Pulling together
16
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
© 2013 IBM Corporation
IBM Institute for Business Value
Close collaboration with customers is a clear ambition: nine out of ten Telecom CxOs foresee doing so in the near future
17 IBM Confidential2 January 2014
Open up
to
customer
influence
© 2013 IBM Corporation
IBM Institute for Business Value
Half of the telecommunications companies in our sample have a weak digital-physical strategy – or none at all
18 IBM Confidential2 January 2014
Pioneer
digital-
physical
innovation
© 2013 IBM Corporation
IBM Institute for Business Value
Recognizing the importance of customer experience management and the required skills, Telecom CxOs are rebalancing their priorities
19 IBM Confidential2 January 2014
Craft
engaging
customer
experiences
© 2013 IBM Corporation
IBM Institute for Business Value
Agenda
1 Introducing the 2013 Global C-suite Study
2 How CxOs view the world
4 Pulling together
20
3 How the C-suite is preparing for the future
a. Open up to customer influence
b. Pioneer digital-physical innovation
c. Craft engaging customer experiences
© 2013 IBM Corporation
IBM Institute for Business Value
Collaboration within the C-suite itself is also important – and CxOsform an intricate web of relationships to drive performance
21 IBM Confidential2 January 2014
Pulling
together
© 2013 IBM Corporation
IBM Institute for Business Value
We invite you to continue the conversation
For more information about this study and
to get the full version of this report, see
www.ibm.com/csuitestudy
Access interactive content and listen to
CxOs in their own words by downloading
the IBM IBV app for Android or iOS
Connect with us
22
© 2013 IBM Corporation
IBM Institute for Business Value
Key Contact
For more detailed
information on the C-suite
study, please contact:
Rob van den Dam
Global Telecom Industry Lead,
IBM Institute for Business Value
23