MobiFone

Omnichannel
Customer Experience

September 2022
EY’s speakers for today

Leader

Long Viet Nguyen Sungkyu Chang Gaurav Modi

Partner ASEAN Customer and Growth Leader ASEAN and Singapore Consulting Leader
Ernst & Young Vietnam (Malaysia) (Singapore)

Page 2
What is Omnichannel and
why is it important to Telcos
 Definitions of Omnichannel vary, but we have identified the recurring themes

Definitions of Omnichannel Recurring Themes

Able to intuitively deliver on
their constantly evolving needs,
demonstrate respect,
understanding who they are and
what their expectations might
be
Among important features of
Omnichannel are context and
single point of truth, 24x7
access, targeted, available
everywhere, multidevice, and
centralised
Always present, always available
for customers
Channels to be made available
based on customers’ preference

Consistency in product offering,

Ensure customer engagement,
marketing and messaging are
consistent and relevant across
all channels, regardless if they
interact in digital or traditional
realm
The expectation by brands and
customers alike is that
communication and connection
are seamless, real-time, on-
demand and always-on
sales, services, and communication
Seamless transition from one channel
to the other without breaking the
experience
Holistic representation of customers’
information in a single view

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 Ensuring CONSISTENT and SEAMLESS customer experience across channels
will help improve customer satisfaction throughout their journey

CHANNEL OPTIMISATION TO DRIVE THE RIGHT

CHANNEL FOR THE RIGHT TRANSACTION &
ENGAGEMENT

Customer
Experience

IMPROVING
MULTICHANNEL TO OMNICHANNEL
COST
EFFICIENCY

PROCESS
EFFICIENCY

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 Leading ASEAN telco could achieve significant improvements across Digital
Frontend channels contributing toward enhancing uptake, revenue & CX
OCR integration Portal Avg Page Implementation of
Retail monthly Load Time Elastic Search in Portal
transaction Revenue (YoY) Portal monthly Unique Visitors
Retail App crashes
(threshold 1%)
<5s
6X 17s
1.95 M
Simplified Release 0.02%
management process
Portal monthly
organic UV (YoY)

42%
Agile
ceremonies in
Digital
Operations

Key Achievements 94%

Monthly In-App
Revenue (YoY)

3X 68%

Online shop contribution of Customer App

overall Postpaid activations Monthly Active Users

186% 3X 148%
CI/CD Pipeline
Implementation Cloud Platform Online Shop Line Savings from In App reload
Implementation Digital Operations Center Activations (YoY) Dealer (YoY)
commission
 Many other Global Telcos have enhanced productivity and customer
experience through Omnichannel transformations

German Austria Dutch U.S Spanish Danish APAC U.K

Telco n Telco Telco Telco Telco Telco Telco Telco

Holistic organisational Distinctive customer At-scale migration of Cost efficiency and World-class E2E customer care Technology enabled Radical transformation
redesign to deliver 5X service via social customers to digital growth together operational experience uplift and ‘reset’ of processes of CX and cost in B2C
better in experience media, messaging and channels through digital excellence is the sales growth through and systems in broadband incident
technology transformation of product of many integration across activations and management process
(vs calls) customer service levers channels and incident management
technologies

>35%
40% of volumes 20+ points NPS reduction >40% overall 40%
70% reduction >30% reduction in ops. cost call volume 31% increase in
shifted to productivity
in complaints increase on both in call volume reduction fix-rate
messaging potential
fixed and mobile
50% reduction
Significant CSAT 35% decrease
69% more >25% digital of back office 50% reduction Better NPS
increase 80% increase in in unacceptable in cost-to-serve
customer sales share in backlog
digital usage experiences
requests solved postpaid contract Better
Costs and 10% AHT
on social media gross adds 20-25% employee
repeated contacts 50% decrease decrease
rather than decrease in 3-4x increase experience
decrease in calls
through calls overall call in online sales
volume
Omnichannel Case Study
- Leading Telco in ASEAN
Background of the case study telco
Large Telecommunications Company in Malaysia
Company Overview
• Established in 1988 with the widest and most extensive network coverage
in the country, serving 9.7 mil customers
• Partners with 6 Mobile Virtual Network Operators (MVNOs)
• In 2013, achieved highest revenue in recorded history, RM8 bil
Challenges faced
• Gradually lost market share and fell from no. 1 position
• Different ownership of the channels – Store and Call Centre are owned by
Chief Experience Officer, Dealers channel are owned by Chief Sales Officer,
digital channels are owned by Chief Digital Officer, causing inconsistent
experience across all channels
• Business rules, processes and policies were channel specific
• System are largely on-premise and less modular
• Multiple transformation project were on-going, but NPS was very low
Overall Timeline
2012: embarked on BSS / OSS transformation
2013: established customer experience management
capabilities and Chief Experience Officer role
2014: Introduce digital channels and expand multichannel
offering
2015: Started transitioning mundane transactions (e.g. SIM
registration) from high cost channels to low cost channels
2017: Embarked on Transformation Program Management
Office, improving efficiencies in Sales and Marketing,
Inventory Management, Network Re-farming, and Cost
Management
2018: Started Omnichannel strategy and enablement,
streamlining channels, information, processes, experience,
culture
 This telco identified Omnichannel as one of the 3 differentiators, supported
by Digital/IT, Data Analytics and Culture & Org change

Differentiators Enablers

NETWORK EXPERIENCE DIGITAL & IT

key attributes:
Reconsider Buy key attributes:
consistent, seamless, reliable
agile, business partner focused,
excellence in UI/UX, microservice/API
customer weight*: 50-55% experts for rapidly evolving customer
frontend

DATA ANALYTICS &

PRODUCTS
key attributes:
INSIGHTS
simplicity, best value, defect free key attributes:
consistent & comprehensive data, fetched
customer weight*: 20-25% & made available for use across channels,
actionable insights, AI triggered processes,

OMNICHANNEL CULTURE & ORGANIZATION

key attributes: key attributes:
humanized sales & service, accessible, bias for action, empowered decision
friction-free, dependable, effortless making, customer obsession, inspiring and
customer weight*: 15-20% digitally versed leaders

Use
... driving customer journeys that work.
 Omnichannel aspirations is delivered by a Purpose-driven phase approach plan
“Building Omnichannel
Capabilities”
Q2
Q3
Q1
Year1
• Building capabilities and
introducing key enablers for
Omnichannel
- Journey-driven governance and
structure
- Customer-centric metrics
- Building basic Phygital capabilities
bridging online and offline
- Execute Channel Transition Strategy
Year1 Key Measures of Success:
C: Reduce % Enquiries & Transactions at
Assisted Channels
S: Phygital Enablement
65% Digital Care
15% Digital Reload
8% Digital Sales
Journey Efficiency
Omnichannel
“Unlock Omnichannel End State
Results”
rNPS = +OO
Q3 Q4 Year3
Q2 tNPS = +OO
§ Unlocking Omnichannel
Q1 results
Q4
Year2 - Humanised brand, products &
services as well as
• Establish deeper connections communications
with customers - Consistent, seamless friction-
free, effortless
- ACSPH infused culture across
channels and the organization
- Advanced Phygital capabilities
Year3 Key Measures of Success:
across channels
85% Digital Care
- Further Infusion on Personalized >30% Digital Reload
and Humanized Interactions 20% Digital Sales
50% Reduction of Cost for Contact Centre
Year2 Key Measures of Success:
S: Adoption of Journey-led Organisation
P: Gross Positive mentions
H: Share of Voice
75% Digital Care
30% Digital Reload
15% Digital Sales
Process Efficiency
Cost Efficiency
 18 key initiatives had been outlined to deliver Omnichannel
#OurPurpose Program Theme Key Initiatives Objective
Journey Driven Channel Agnostic Process Automation Drive Process efficiency providing consistent and seamless
OB1
and Simplification experience across channel
“Omni-Basic” OB2 CE API Governance Enabling consistent desired Customer Experience across channel
Fixing the basic
“We build..” OB3 Consistent View of Customer Profile Enabling humanised interactions via customer familiarisation

OB4 Synchronise O2O Comms and Product Value Information Ensuring availability and consistency of info to customers
A C H
OB5 Product Catalogue Enabling consistent product experience to customer

OC1 Customer-Centric Channel Metrics Measuring personalised and humanised interactions

OC2 Front-liners process empowerment Enabling personalised and humanised one on one interactions
“Omni-Connect”
OC3 Upsell/Cross-sell and Loyalty Through Moments Opportunity creation from one on one humanised interactions
“..awesome Deeper Connection
with customers
moments..” OC4 Delight-Based Incentives Incentivising personalised and humanised interactions

OC5 Real Time Marketing Automation Enabling an automated personalised offers and interactions
P H Providing the best customer experience utilising respective
OC6 Channel Transition Strategy
channel’s strength

OH1 Assemble Journey Led Governance and Structure

“Omni-Hearts”
“..to open Transformation OH2 Employee Effort Score
Inculcating customer-obsession behaviour and mindset including
of the Hearts
up..” OH3 Humanising Frontline Interaction
internal organisation alignment for Omnichannel

H OH4 Digital DNA Enablement

OW1 Revenue Attribution Model and Policy

“..your “Omni-World”
worlds” Phygital Worlds OW2 Click and Collect Enabling awesome customer experience through Phygital

OW3 Cross-channel Interaction Orchestration (CCIO)

C S H
 Key technology capabilities were identified to enable omnichannel Priority
Components

Employee
Customer

Web (OCS) eCommerce Mobile App Blue Cube Contact Centre POS Dealer App

Partner
Kiosk Social Media USSD / IVR /.. Mobile App Enterprise Store Front Partner Portal

Experience
Interaction Commerce Communication Contents
Management Hub Engine Management Management
Personalisation

Integration
Connection to
Management API ESB BPM
External Systems
….

Cross Channel Services Data Analytics & Insights

Cross Channel Closed-Loop Case Single Customer

Customer SSO Next Best Action Segmentation VOC Analytics
Campaign Mgmt Management View

Marketing Resource Marketing Media Customer Support

Loyalty Management Realtime Analytics Predictive Analytics Reports
Mgmt Optimisation

Core Platform
CRM Product Inventory
Order Mgmt Billing Provisioning ERP
Catalogue Management

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Our findings on MBF’s customer
experience
 Quick survey on telco customer experience in Vietnam: Vietnamese operators
have low NPS scores
Vietnamese operators have low NPS scores which seems to contradicts survey carried out by MobiFone in 2020

Net Promoter Score*

Series1 Series2 Series3 Key insights

-6.5 ► MobiFone has NPS score of -

3 22.6 61.3 16.1 -6.5 6.5 which contradicts survey
carried out in 2020 of 49
► Viettel is the only telco with
positive NPS
2 23 51.4 25.6 ► Majority of the promoters are
2.6 single youths in their 20-30s
who spend up to 300k/month
► Majority of the detractors are
users who spend more than
1 25.8 54.8 19.4 100k/month. Most of them
-6.4 score their experience as
‘neutral’.

Net Promoter Score (NPS)

Measures how likely customers are willing to
promote electricity provider to friends and family
Promoters Detractors
(9-10) - (0-6) = NPS

Source: Working Level Meeting, 3 March 2020; (*) EY survey on mobile customer experience in Vietnam, 2022
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Quick survey on telco customer experience in Vietnam: top factors affecting
the overall experience of customers
Our quick observation of Vietnam market shows that customers pay more attention to the experiences that
omnichannel can provide

The top factors affecting the overall experience of customers

Network quality 29%

Convenience when performing required

28%
actions during service usage

Availability of information 15%

Even though network quality still hold
1st place for impact on customer
Efficiency in solving request 14% experience, other factors like
convenience, personalized
Personalized interaction with customer service interaction… are becoming
9%
representative increasingly important

Self-care facilities 6%

0% 20% 40%

Source: EY survey on mobile customer experience in Vietnam, 2022

 Our understanding of current MobiFone’s CEM activities

► MBF has not yet had clear CEX journey and strategy. MBF has just conducted an
CEM strategy assessment on current experience in omni channel and rolled out a program to
streamline customer experience through both online & offline channel

► CEM activities are being carried out in silo, no end-to-end view of CEM
CEM operation
effectiveness across the lifecycle

► No dedicated and E2E CEM platform connecting all customer-facing operations.

Customer-related information being stored in multiple fragmented systems and
CEM tools tools (Website MobiFone, App My MobiFone, App M090…)
► Customer experience being monitored through operational index on in-house tools,
not updated in real-time

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 MobiFone lies on the lower scale in the current state channel capability
assessment
Capabilities MobiFone’s Current State Proposed Approach for B2C

• Increased compliance measures from MIC leading to more

regulations for the Indirect channel for MobiFone
• Siloed teams take product individually to market - Cross- sell
opportunities are low because of siloed teams
Low
• Distributed SIM activation by RCOs making the process • SIM Activation-as-a-service for
Own & Partner High
inefficient and costly the RCOs
Sales
• MobiFone has limited coverage and last mile delivery • Partnerships with ISPs for FBB
capabilities for FBB
• AM/KAMs do not have specialization for FBB Product Technical
knowledge
• Slow Commission pay-out process

Low High • Decentralised Online Sales channels for RCOs

• One MobiFone Digital
• Challenges in attribution of Sales through offline and Online
Digital Channels • Omni Channel Customer
Channel • No omni-channel capabilities
Journey and Experience
Management • No Customer Segmentation & Management Framework

• Limited KPIs to track sales performance 1) by RCOs 2) by Media

• KPIs and Performance
Low High 3) by Channel 4) By Product
Monitoring
Measurement • Lack of common tools and processes for performance
• Real time sales Dashboard for
measurement across RCOs
B2C Sales
• Limited visibility at HO of sales expense by RCOs

Low High • Limited sales performance accountability based on sales KPIs • Realigning commission pay-out
Management
Performance • No performance management framework processes
Tracking
Source: EY Analysis
Online channel : One MobiFone Digital

MobiFone Should Create a fully centralised Online Sales Channel for efficient utilisation of resources and complete view of
Online Sales to the HO

Past Current State Proposed

RCo wise Online Channels Online Channels Function

Fully Centralized Online
RCos operated their own ketnoi Affiliate Marketing Sales Channel
website for Online Sales
Unified and consistent
Call Center Customer care handling Communications
Different Online Channels
at RCos leading to chuyenmang MNP services One
variations across offerings, Consistent Branding of
Pricing, Communications MobiFone
chonso Acquisitions and activations
Digital
Separate logins and views for:
Inability to run central Mobile Apps Mobile Apps
campaigns for the 1. Individual Customer
customers Affiliate Marketing Sales for the 2. B2B Customer
Ctv
Agencies 3. External Agencies
No View of Online Sales to
4. RCOs/ Channel Partners
the HO Product & serv. Dist. Agency 3rd party Websites Sales

• Inconsistent Online • MobiFone is Currently In the process of centralising the • Unify and Centralise Online Sales at the HO
• Consistency in Branding, Communication,
presence across RCos Online Sales operations at the HO Images, Offers, products pricing
• Inefficient utilisation of • Some RCos still operate their Online Channel • Better Tracking and performance monitoring of
Online Sales
Online Channel resources • RCos Operate their own Fan pages leading to Branding • A list of proposed KPIs has been provided in
leading to higher Costs and communication disparity Theme 3: Initiative 1 to fully leverage the
Online Sales Channel
Source: Discussion with MobiFone, EY Analysis
Our recommendations
 Enabling omnichannel is a journey, not an one-off project

The customer-centricity journey

How we can get there
- Agile Way of Working
1. Customer 2. Customer-oriented
- Clear Measurement of CX and Customer
understanding offering
operation Knowledge - Organising data - Developing modular
per customer, not products based on real
- Customer Centric IT and Data per product customer needs
enablement - Detailing view of - Optimising products/
customers for channel pricing
interactions

CE Metric 3. Multi-model 4. Customer

interaction experience
management management
Journey- - Using all channels, - Ensuring a superior,
experience in an integrated consistent
way experience at all
assessment - Offering products/ stages of the telco
services on the cycle irrespective
Journey analytics basis of effective of the channel
needs using - Controlling the
and operational different channels “moments of truth”
key performance
indicators Customer satisfaction

5. Organisation redesign and

Organisational and change management
cultural foundation
While we need to build many components, Customer Centricity and
Omnichannel are two main themes

Journey towards customer

centricity...
Customer
Listening CX
Measurements
04 05
…continuing the journey
CX/Omnichannel
Purpose setting
03 Customer Data Campaign and
towards Omnichannel
Platform Journey
Orchestration
06
01

02 Episode
Management
Customer Journey
Mapping 07
Robotics Innovation Extension to Partner
Process Hub ecosystem
Automation

08 09 10
Decoupling of Front-end from Back-End via a digital layer enables rapid front
end innovation independent from the much slower backend consolidation
While MBF focus on fast speed digital architecture, many customer journeys are “No-regret” moves you can take to
strongly linked to the Back-End as well kick start OmniChannel journey

Traditional / Digital channels

- Shared Vision on CX

- 2 speed approach
Digital Architecture • build and transform at the
same time

- COE Set-up and delivery

• 4~5 squads of 10 people
• Take top use cases

- Architecture Simplification

- Delayer of back-end

- Component based/modular
Backend Systems system

- Business Measurement Alignment

How it aligns with MobiFone’s IT strategic initiatives

Chat Bots
Bots POS Agent Apps
Channel Mobile Apps Chat Partner Portal
1 Transformation Website Dealer Portal Sales Agent Assist
Smart Agent Assist

Leverage Analytics
2 & Reporting
Master Data Management Big Data & Analytics Platform* Exploration Tools Visualization & Reporting

Wholesale & Unified Product Partner

CRM Dealer Management
BSS Settlement Mgmt. Catalogue Management
3 Transformation Order Handling Campaign Promotion & Converged Billing Integrated Loyalty Device Management
Mgmt. Management

Revenue Assurance Service Inventory

Fraud Management Order Fulfilment
Enterprise IT Finance
OSS System Activation Management
4 Transformation Supply Chain 5 Transformation Order
Service Ticket
Human Resource Management Assurance Management
Provisioning

Leverage Legacy VAS API Management

6 Integration Microservice
7 Platform Platform
Digital Platforms

Performance
Organization Design & Governance Skills & Capabilities Change Management
IT Operations measurement & KPIs
8 Transformation Transform IT
Optimizing Business Processes Develop IT Sourcing
Engagement Model
Strategy

*Note: Includes integration with IVR, USSD, and Mediation Platforms

Source: EY Analysis
Q&A Session
Thank You
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