Case: Telecom
Helping a Nordic telco find opportunities to retain customers within its service ecosystem
Facing a similar challenge?
The Challenge
Finding leading indicators for building ecosystem loyalty
A leading Nordic telecom operator was seeking to find opportunities to grow their non-core offerings within its large telecom customer base - in areas like entertainment and content - thereby retaining customers within the company’s services ecosystem. The challenge stemmed from the current complexity of the ecosystem, its fragmentation across platforms and services, making it difficult to understand current user behavior, comprehend user expectations against substitutes and find differentiable paths of value in the company’s non-core areas.
Approach
Fabric worked with a partner consultancy that led the project. The approach relied on ethnographic methods, beginning with a clear methodology of how we would tackle the customer challenge, including research protocols and what target outcomes would look like. Expert audits were done on the company’s service experiences and user journeys, then qualitative research methods were used to workshop with users on their evolving expectations and underlying causes for behavior. This was combined with inputs from stakeholder workshops and presentations. Thus emerged a detailed picture of the current non-core experiences where growth was desirable, along with the key moments for interventions within them that could potentially create further ecosystem engagement, retention and revenue.
Outcomes
The project's outcomes centred on a framework and specific instantiations of a set of ecosystem retention indicators, both leading and lagging, that could be applied at a systemic level and would work across and as bridges between product lines. This high-level model provided the basis for more concrete recommendations, such as how to think about and find the right data points and structure analytics at the product level. The project also helped the customer leadership to align and synthesise their internal views and ideas on how they might think and execute at a group level not usually considered or budgeted for at the level of each product.
