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1、Market research results and insightsGlobal Telecommunications Study 2024iStock/piranka2Source:Simon-KucherKajetan ZwirglmaierPartner,Global Headof TelecommunicationsThis international study is our latest overview on global trends and insights that can help telcos and infrastructure providers around

2、the globe to boost their growth.With Simon-Kuchers international and local expertise,we support the telecommunications industry across its entire value chain and hope that this document will give you some new inspiration,on how to build value successfully and sustainably.We look forward to discussin

3、g the key results,including local insights with you.INTRODUCTION iStock/pirankaSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/marchmeena29iStock/pirankaSource:Simon-KucherStudy highlights:The Global Telecommunications Study 2024 is based on a comprehensive

4、 approach,which ensures comprehensive insightsiStock/RawpixeliStock/metamorworksiStock/imaginimaiStock/Jacob-WackerhausenCOLOURBOX/Tashatuvangokey geographical regions covered(EU,MEA,North America,APAC)countries includedconsumers participatedquestions answeredessential growth trends for telcos valid

5、atedcore telco services coveredAvg.46582149,000Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results(Sales-and Service-)EnablersBrand,Portfolio and PricingCross-/Upsell and Retention4Source:Simon-Kucher;1)VAS=value-added servicesGrowth topics 2024:Based on discussions w

6、ith our clients around the globe and our market insights,we observe 8 key topics that will be crucial to ensure sustainable growth this yeariStock/Natali_Mis3Business modelinnovation beyond core Building a brand can serve telcos as different-iator,beyond their service offering Understanding brand at

7、tributes and purchase criteria can help to improve brand perception2Propositions in the post-unlimited era Unlimited tariffs are becoming the norm,but lead to a monetization dead-end Identifying new core service monetization levers provides differentiation potentialiStock/Blue-Planet-Studio3Business

8、 model innovationbeyond core Next to value-and price differentiators,VAS1provide additional differentiators Furthermore,they give customers the impression of a tariff tailored to their needsPrice perceptionin highly competitive markets4 Telcos are generally more reluctant to increase prices vs.other

9、 industries Applying behavioral economics can improve price perception,without changing pricesiStock/da-kuk7Sales organizationsin a digital world Customers preferences have changed towards a hybrid experience between online and offline To provide them with an integrated experience telcos need to ada

10、pt to the new digital reality FTTH expansion is becoming more challenging,due to increasing costs and new market entrants Telcos need to identify the high potential customers and push take ratesiStock/pirankaFTTH expansionin penetrated markets8Brand positioning asintangible value differentiator1360

11、customerbase management5 Managing customers is commercially more relevant than acquiring new ones Telcos need to ensure to identify valuable segments and prolong them pre-emptively Convergence initiatives have helped telcos to grow their base and lock-in customers Understanding customer preferences

12、on FMC offers can help to identify non-monetary measures to improve margin6FMC/MMC in ahighly converged worldSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/NicoElNinoiStock/Urupong5Agenda02Cross-/upsell and retention levers03(Sales-and Service-)EnablersBra

13、nd,portfolio and pricing levers0104MethodologiesSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/NiroDesign6Brand,portfolio and pricing leversSource:Simon-KucherPrice/value ratio:Proven concept to fairly compare offerings in the marketand identify the right

14、balance between both dimensions for each telco playerValueperceivedPricelevelPrice/valueratioConceptual Price vs.GB comparisons dont fullyreflect the full value of tariff offerings Thus,this concept provides the foundationto fairly compare offerings and identify theright balance between both aspects

15、Perceived value summarizes all aspects that create value:Brand value:How much value does your brand add on-top of the services?Tariff value:What value do your rate plans offer(data,minutes,VAS,etc.)?Price levels reflect the potential range that can be monetized in a marketPrice changes:What price ch

16、anges are necessary to balance P/V?Price perception:How can you optimize price perception without changing price levels?2A01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results Main reasons for the paradigm shift:Pressure of rising inflation rates,forced telcos to pass

17、-through inflation adjustments Budget brands continue toenter markets and contribute to deterior-ating P/V perception As more than half ofconsumers perceive telco services as“expensive”,telcos should investigate potential levers to improve customers P/V perception7Brand,portfolio and pricing leversQ

18、uestion:Q13:Considering the current economic development and inflation,when comparing prices vs.the value they deliver daily,telco services are“;Source:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024,N=8,848;Comparison with responses from the Telco study results fr

19、om 2021-2023;1)Interest rates more than doubled vs.March 2023 where the last survey took place;2)Brazil(2022)and Mexico/Japan/South Africa/Thailand(2024)excluded to standardize comparison at global level across yearsP/V perception:Inflation-based price adjustments by telcos and a challenging market

20、environment1have deteriorated customers perception of telco offers7 7Perception of price vs.value delivered by telco services,considering the current economic development(%,2021-242)51%58%46%53%49%42%54%47%2021202220232024-7%p+12%p-7%pResults:GlobalFairly priced or(highly)affordableHighly or somewha

21、t expensive01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results Customers attribute similar values to broadband challengers and incumbents,preferring internet speed as key differentiator Mobile challengers should continue emphasizing price in their value proposition(

22、39%more important than all other attributes)8Brand,portfolio and pricing leversQuestion:Q56:“What attributes do you associate with operators brand,that differentiates it from other brands?”;1)Challenger=All operators,that are not the incumbent within a marketSource:Simon-Kucher.Global Telecommunicat

23、ions Study conducted in 21 countries in May 2024,N=8,848Brand differentiators by market position:For telcos it is essential to emphasize high speed and fair prices as key USPs,supported by non-monetary attributesMobileBroadbandQuality of customer serviceQuality of customer serviceOffer fitOffer fitR

24、eaction to customer inquiriesFault elimination timeBrand imageBrand imageFault elimination timeData packages5G technology5G technologyInternet speedInternet speed52%37%53%51%Network stabilityNetwork stability47%36%47%43%Incumbent:53%Challenger1:76%Incumbent:49%Challenger:64%PricePrice32%30%21%21%17%

25、17%30%25%18%17%16%15%Share of consumers associating an attribute to their operators brand,which differentiates it from other brands(%,global)59%48%53%52%46%44%Results:GlobalGlobal:59%Global:53%01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/ipopbaBrand,po

26、rtfolio and pricing leversFuture monetization levers:Data volume is only conditionally important anymore;future differentiators will mainly be in speed-differentiation and servicesDevelopment of mobile core differentiators in Mobile B2CSource:Simon-Kucher9IllustrativeTelephony/SMSData volumeSpeedSer

27、vices1.02.03.04.0 How extensive are unlimited tariffs already available in a market?How popular are speed-based options?Transition from data-to speed-based rate plans How can value-added service attach rates be pushed in a stronger way?Which services are the right ones for eachrespective telco playe

28、r?Introducing Device-as-a-ServiceImproving conversion of other value-added services01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results Data allowance mix has radically changed in the last 2 years Increased utilization of applications with high data consumption furth

29、er fuels the volume-to speed-transitionOn a regional level,North America is leading the transition towards Unlimited rate plans NA and APAC have the highest share of unlimited customers,while other regions are behind42%51%50%50%10Brand,portfolio and pricing leversQ7:What type of monthly mobile data

30、allowance do you currently have for your mobile contract”;Source:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024,N=4,391;1)Mexico was not included in 2023Limited vs.Unlimited:Based on the current growth rates of unlimited,the transition towards an“endgame unlimited

31、”will be reached in 5 yearsN/AN/AType of monthly mobile data allowance(2024,respondents with mobile contract)47%53%52%48%UnlimitedLimited-9%68%32%UnlimitedLimited48%50%46%54%62%38%N/AN/AResults:Global20242023N/AN/AEUROMEAAPACNA1+11%01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global

32、 Research Results Brand,portfolio and pricing leversSource:Simon-Kucher;Global Pricing Study 23/24;Conducted in Q3 2023;n=2,704 total;Responses only from telco managers(n=40);1)In your opinion,why has price pressure intensified?;2)In your opinion,what were the main reason(s)for not achieving 100%of

33、the planned price increase?:3)How much of your initially planned price increase(s)did you achieve after deducting discounts,rebates,promotional offers?;4)What do you consider the best approaches for your company to reduce price pressure?;5)How did you apply the price increase(s)?;6)WTP=willingness-t

34、o-pay;1)Monthly instalments includes lease and rental agreementsMobile core services differentiation:Handset-related services are gaining traction and offer the potential for telcos to take over a bigger share of the handset value chainIncreasing debundlingof smartphonesLonger handset replacement cy

35、clesHigh reselling value of premium smartphonesTrend of refurbish-ment partnerships Less than 50%of the handset market are currently monetized by telcos through subscription options The other half purchases handsets as one-off payments,limiting theadditional mark-ups for reselling of smartphonesCust

36、omers tend to keep their device for a longer time,due to:Lack of innovative updates Rising handset prices Environmental concerns Flagship smartphones,like the iPhone keep 50%of their value after the first year After the typical contract duration of 2 years,they still have 40%of their value,which off

37、ers a refurbishment opportunityGrowing amount of budget-and mid-markettelcos offers refurbished smartphones in portfolioCustomer benefits addressmonetarydiscounts andenvironmental aspectsTelcos currently underutilizehandset monetization optionsLower replacement cycles limit sales touchpointsResellin

38、g handsets offers attractive residual valueSome players already partner up with refurbishers1101Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results 12Device-as-a-Service:Covers current trends in customer needs and offers an innovative approach to allow differentiation

39、 from the competitionSource:Simon-Kucher;1)Multiple Sources:Coolmix.eu,Brand,portfolio and pricing levers Interesting and sustainable concepts that cover environmental and shared economy trendsTRENDS AND MARKET INQUIRY Complements current terminal device and tariff structures Can attract(new)differe

40、nt customer segments DIFFERENTIATION AND INNOVATION Enables monetization of additional services,such as cell phone insurance Offers the opportunity to provide a complete service ecosystemAS-A-SERVICEMONETIZATIONAND UPSELL-POTENTIAL Allows to incentivize selected tariffs Enables the resale of trade-i

41、n handsets to third-party providersMarket for used and refurbished Smartphones:140-150 bn until 2030101Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results 50 33Key insights:On a global average,customers with a mobile+handset contract pay a 17 premium With handset subs

42、idies of 40 p.m.for a flagship smartphone,premium is diluting ARPU by 232 With a WTP of 22-183,DaaS provides an upselling opportunity of6-30%(excl.potential reselling value of smart-phone after 2 yrs.)13Brand,portfolio and pricing leversQuestions:Q5:“Do you pay monthly only for your mobile subscript

43、ion or also instalments for your mobile phone?”;Questions:Q20:Some telecom operators offer smartphones in monthly instalments,where the ownership of the device resides with the telco operator(Device-as-a-Service“).Imagine your mobile provider offered smartphones at a monthly subscription rate(Device

44、-as-a-Service).How likely would you buy it?;Q21:For a Device-as-a-Service subscription,which price per month(on top of your current mobile contract)would you consider to be“;Source:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024;Price gap analysis:Postpaid customer

45、s with subscriptions that include or exclude handsets,N=3,384;Willingness-to-pay:N=8,848;1)DaaS=Device-as-a-Service;2)Assuming average handset price of 40 per month(iPhone 15,Samsung Galaxy S24 Ultra)vs.only 17 higher ARPU,including a handset=23 ARPU dilution;3)21.8 max.willingness-to-pay for DaaS v

46、s.17 premium for mobile+handset contract=28%upside for DaaSDaaS1 potential:LaunchingDaaS1provides a 6-30%upselling potential vs.conventional handset bundles,with the opportunity to resell the handsets after 2 yearsPrice gap between mobile subscriptions with and without handsets(in per month)Mobile A

47、RPU,incl.handsetMobile ARPU,excl.handset0117Willingness-to-buy and willingness-to-pay for Device-as-a-Service(DaaS),per country(2024)Results:Global3.0 15.0 26.7 18.3 21.8Avg.purchase interest(1-5,where 5=high likelihood to buy):Reading example:On average,customers across the 21 countries pay 50 for

48、their subscription witha handset vs.33 without a handset,resulting in a difference of 17Point of Marginal Cheapness(PMC)Point of Marginal Expensiveness(PME)Optimal Price Point(OPP)Indifference Price Point(IPP)AcceptablePrice range:OptimalSimon-Kucher|Global Telecommunications Study 2024|July 2024|Gl

49、obal Research Results StreamingMusicBusinessTelco&customer serviceGaming Amongst the 2 preferred categories,which are streaming and music services,Netflix,Spotify and Disney+are clearly ahead of other services,and the only ones with above-average score The preferences are very similar across mobile

50、and broadband customers,suggesting the need of a unified value proposition14Brand,portfolio and pricing leversQuestion:Q42:Please take a look at the following value-added services part of the categories that youve just indicated as your preferred options.Would you consider buying them from your prov

51、ider together with your subscription?Source:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024,N=8,848 VAS attractiveness:Netflix,Spotify and YouTube increase consumers purchase probability for mobile and broadband,while differences are identified at product level4.84

52、.34.84.04.53.73.33.94.34.33.73.74.23.93.864%52%48%46%58%43%32%44%52%53%42%42%49%44%40%Likelihood to buy value-added services with mobile or internet subscription,out of VAS preferred categories(scale 1-7,where 1=not interested,7=highly interested)XX%of respondents likely to buy a service(score 5+)Br

53、oadbandMobileResults:GlobalCyber security solutionsHome securityPremiumspeedNetwork priority4.94.34.24.14.53.73.24.03.93.83.64.33.93.767%51%51%47%57%42%33%46%44%43%41%51%43%39%01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results N/AKey insights:In some countries,the“

54、fear of missing out”of attractive market offersis high,with up to 50%ARPU vs.MRC difference,resulting in a massive downselling riskTelcos that are in marketswith high ARPU/MRC differences should investigate churn prevention-and loyalty programs to“lock-in”customers successfully15Brand,portfolio and

55、pricing leversARPU vs.MRC-Mobile:The discrepancy between back-and front book is on avg.15%and bears a down selling risk that telcos need to account forMonthly average mobile costs as deviation from global average in%10 10 20 30 40 50 60 70 80 Ranked by ARPU levelResults:CountryQuestion:Q5:Do you pay

56、 monthly only for your mobile subscription or also instalments for your mobile phone?;Q6:How much do you pay for your current mobile contract per month(excl.payment for your mobile phone or additional mobile subscriptions,e.g.for family members)?”Source:Simon-Kucher.Global Telecommunications Study c

57、onducted in 21 countries in May 2024,N=3,452,N=939 Handset contracts are excluded in overview-29%-11%-9%44%-36%4%-40%16%22%-23%3%37%33%16%63%65%103%12%36%-3%66%Median MRCARPU01Global ARPU:30.8Global MRC:26.8 15%differenceSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Res

58、ults Framing/presentationPrice andproductdesignDecision-makingprocessSystem 1 vs.216Brand,portfolio and pricing leversBehavioral economics framework:40 behavioral economics effects can help telcos to improve price(and value)perceptionSource:Simon-KucherFramingPuzzlePre-selectionConformitySortingAnch

59、or priceSurchargeSmall numberPercentage or euro amount2 for 1Strong productQualityfeatureCustomertypesHedonismSpecific examplesBuyers remorse2=1+1%vs.ComparabilityMagic of zero0StatusStamp cardNew productOdd pricePremium discountRangeFlat ratePrice thresholds1.00Redundant productIm notan idiot!Tende

60、ncy toward the middleGuidanceParadox of choiceIKEAOrder of questionsConflicting goalsGoalhierarchyTimepressureSimple purchasevs.“We give more weight to the first information we receive,and this influences the next decisions we make.”UnknownPrice endings0.900.950.99LandscapeFairnessAvailablealternati

61、ves16168The single most important decision in evaluating a business is pricing power.“Warren Buffett,2010“We make decisions based on how the options are presented to us.”Unknown01Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results ValueperceivedPricelevel17Brand,portf

62、olio and pricing leversSource:Simon-KucherPrice/value frameworks:To improve the commercial levers of a brand,a portfolio or pricing measures,two frameworks can be usedConceptualIdentifying the right positioningin the market to optimize brand imageProvides guidance on intangible levers,according to t

63、hree different customer perception layersICE-ModelDesigning an innovative andvalue-driven telco portfolioConsists of five levers to identify new ways to sell telco services and design them in a way that drives growthPortfolio Innovation Framework01Simon-Kucher|Global Telecommunications Study 2024|Ju

64、ly 2024|Global Research Results iStock/NicoElNinoiStock/Urupong18Agenda02Cross-/upsell and retention levers03(Sales-and Service-)EnablersBrand,portfolio and pricing levers0104MethodologiesSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results Base Value Framework:Outline

65、s the importance to ensure customer satisfaction as foundation to drive sustainable customer lifetime value developmentSource:Simon-Kucher19Cross-/upsell and retention levers02Loyal and paying customers combined constitute the Customer Lifetime Value:Loyal:How can I retain my customers through prolo

66、ngations and create a lock-in effect?Paying:What up-and cross-selling levers can I use to increase their ARPU over time in a sustainable way?Happy,Loyal,Paying Customers(HLPC)ConceptualEnabling happy customers is the foundation:Happy:How can I keep my customers satisfied to ensure their loyalty and

67、encourage additional spending?iStock/whyframestudioHappyLoyalPayingSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/klasse layoutsKeeping existing customers is 5x cheaper than acquiring new onesThe probability that new products are tested is 50%higher for ex

68、isting customers vs.new onesExisting customers contribute 95%to the profit poolSource:Simon-Kucher project experience20Why should companiesfocus on their customer base?Customer Base Management:Managing existing customers is more important than ever before and commercially more relevant than acquirin

69、g new customers50%higher95%shareiStock/gremlinExisting customersspend on average 4x more than new customers4xmore5xcheaperCross-/upsell and retention leversHow is the churn risk affecting our value creation?02Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/

70、KanawatTHEvery 3rdmobile and broadband customer doesnt perceive the value that telcos deliver to justify their price,as key reasons for dissatisfaction mainly revolve around price/value-related aspects21Churn development:Despite the customer bases importance,1/3 of customers consider to change provi

71、der,mainly driven by a negative price/value perceptionWillingness-to-churn:28%of mobile and BB consumers consider to change their providerKey factors:Five aspects drive more than 50%of all reasons for dissatisfaction Share of consumers that indicated a moderate to high likelihood of changing their m

72、obile provider at the end of the contract period(%)Cross-/upsell and retention leversQuestion:Q26:How likely is your household to change its mobile/broadband provider at the end of the contract period(or in the next few months if you have a contract without obligation)?Source:Simon-Kucher.Global Tel

73、ecommunications Study conducted in 21 countries in May 2024,N=8,84872%28%UnlikelyLikelyResults:GlobalPrice/value relatedOtherToo expensiveLow internet speedsCurrent promotional offer is coming to an endFriends&family recommend another providerUnattractive offer with low value for money18.6%11.9%8.3%

74、8.0%7.8%02Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results 22Cross-/upsell and retention leversSource:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024,N=8,848;1)Blended ARPUs=Mobile+BB ARPU combinedFMC/MMC potential situation:Conve

75、rged offering are gaining traction globally,resulting in higher ARPUs,if well combined with up-/cross-sell strategies and VASExtensive on-topconvergence potentialLimited customerretention impactHigh ARPU growth impactInnovativeFMC value levers On average,every 2ndhousehold isalready converged,althou

76、ghlarge discrepancies between markets exist As the avg.household size affects FMC penetration rates,telcos should aim to better address them with combined offerings Using FMC/MMC to“lock-in”customers doesnt suffice anymore as it is only working for 40%of operators Currently,willingness-to-churn is o

77、n a higher level vs.unconvergedcustomers,indicating a lack of appreciation of available offerings From a value perspective,converged offerings clearlyenable higher blended ARPUs1 Telcos should thereforecontinue to push FMC/MMC in their customer base to continue to drive up-and cross-sell Improving F

78、MC propositions can be done on four differentlevels:Basic:Monetary Advanced:Telco services Extended:Non-telco services Integrated:Ecosystem(Telco app)Improve merging of FMC/MMC propositionsDont rely only on convergence for“lock-in”Continue to push FMC/MMCto drive up-and cross-sellingExpand FMC/MMC o

79、fferings with(non-)monetary levers2202Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results 23Cross-/upsell and retention leversSource:Simon-KucherBase value frameworks:To enable customer satisfaction that drives loyalty and ARPU development,there are two dedicated fram

80、eworks and approaches to be usedConceptualHappyLoyalPayingConsists of five levers to identify new ways to sell telco services and design them in a way that drives growthDesigning an innovative andvalue-driven telco portfolioPortfolio Innovation FrameworkUsing insights to derive a customer segmentati

81、on to loyalize and build valueProprietary solution that utilizes customer data to“lock-in”customers and drive value through U-/X-sellMyBase02Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/NicoElNinoiStock/Urupong24Agenda02Cross-/upsell and retention levers

82、03(Sales-and Service-)EnablersBrand,portfolio and pricing levers0104MethodologiesSimon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/Nobi_Prizue25(Sales-and Service-)EnablersSource:Simon-Kucher;1)SRC=Subscriber Retention costsSales-and Service value levers:Cost

83、s can be reduced by avoiding incidents and push automatization,while the customer lifetime value can be boosted through sales performanceCostsCustomer valueLowering costs-to-serve and-acquire through digitalizationSteering of sales-and service workforce and demandReducing costs-to-serveand costs-to-

84、acquireRouting to customerself-serviceIncreasing the first call resolutionDecreasing theservice incidents03Transition from volume-to value sellingCustomer insight based cross-and upselling pushesIncreasing ARPU levelsIncentivizing customer value developmentLowering SRCs1throughproactive retentionExt

85、ending customer tenureCustomer lifetime valueARPUTenureWhat can we do to drive value selling,incentivize cross-and upsell and increase sales efficiency?CostsCosts-to-serve and-acquireCustomer touchpointsHow can we reduce our costs to acquire and serve,while keeping our customers satisfied?Simon-Kuch

86、er|Global Telecommunications Study 2024|July 2024|Global Research Results(Sales-and Service-)EnablersSource:Simon-Kucher analysis;SK Global Telco Study 2024;N=8,848;1)CTS=Costs to service;CTA=Costs to Acquire;2)WTP=Willingness-to-paySales-and service optimization levers:Driving automatization of sal

87、es-and service channels,monetizing premium service and incentivizing retentions are key to lower costs and drive value Telcos have potential to reduce their costs-to-serve,as niche service channels(e.g.Fax,letters)are still offered for requests Furthermore,mobile applications are the mostly used med

88、ium across sales-and service use cases,offering additional potential 40%of customers never call,resulting in higher service efficiency already However,of those that do only 40%of incidents can be resolved within the 1st contact,underlining additional optimization potential Customers service expectat

89、ions are closely aligned with the ARPUs they pay(“the more I pay,the more service I expect”)Telcos that manage to exploit the WTP2for more extensive customer service,have an additional upselling lever To stay happy,customers expect to keep their rate plan for a lower price However,a range of alterna

90、tive non-monetary levers exist,like Adding additional core services Inviting them to a loyalty programRevise“moments of truth”and select channels carefullyIncrease(automatization)efforts in customer serviceMonetize more premium customer serviceOffer non-monetary retention elementsReducing CTA and CT

91、S1Decreasing service incidentsIncreasing ARPU levelsExtendingcustomer tenure2603Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results 27(Sales-and Service-)EnablersSource:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024,N=8,848Accelerat

92、ing fiber growth:Fiber roll-out and adoption continue to drive growth in broadband,but are facing a range of challenges that need to be resolved for successStrong growth predictionsof fiber marketDifficult deployment due to costs and take-up ratesIncreasing competitionin fiber segmentOptimized fiber

93、 roll-out and portfolio strategy Fiber continues to be an important growth lever in the broadbandsegment over the next years With growth prospects rising,also ambitions of different telco and infrastructure players areincreasing Deploying fiber has become a challenge over the last years,as labor and

94、 fiber manufacturing costs have increased At the same time,take-up ratesare plateauing,increasing invest-ment risk for furth deployment On top of that,growth potential has fueled telco and infra-structure providers growth ambitions,that will lead to:Overbuild ARPU dilutionin the mid-term Therefore,t

95、elco and infra-structure players should be prepared with an optimized fiber strategy,including:Strategic roll-out strategy Fiber portfolio approach Manage realistic ambitionsfor fiber-fueled growthEnsure effective and efficientfiber roll-out and go2marketEnsure to properly monetizethe new technology

96、Select the right levers to focus on in your fiber strategy2703Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results 28(Sales-and Service-)EnablersSource:Simon-Kucher;1)CLTV=Customer Lifetime ValueSales-and Service value frameworks:To support telcos with lowering sales-a

97、nd service costs,while keeping customer satisfaction high to drive CLTV1,there are three frameworksConceptualAddresses four different levels,how fiber growth can be secured,depending on main challengesFocuses on the key customer experiences(moments of truth)that are the main satisfaction driversCons

98、ists of eight different levers to incentivize value-building sales behaviorDefine main levers to push fiber growth accelerationMapping the customer journey to optimize selectively Revising existing incentivation structuresFiber growthframeworkMoments oftruth checkIncentivationframeworkiStock/Nobi_Pr

99、izueCostsCustomer value+03Simon-Kucher|Global Telecommunications Study 2024|July 2024|Global Research Results iStock/NicoElNinoiStock/Urupong29Agenda02Cross-/upsell and retention levers03(Sales-and Service-)EnablersBrand,portfolio and pricing levers0104MethodologiesSimon-Kucher|Global Telecommunicat

100、ions Study 2024|July 2024|Global Research Results 30MethodologiesSource:Simon-Kucher.Global Telecommunications Study conducted in 21 countries in May 2024,N=7,865;LOI=Length Of InterviewGlobal telco study:Identifying current and upcoming growth trends in the telecommunications industry around the wo

101、rldCountries01Deep-dive in eight focus topics that B2C telecommunications companies must recognize and apply for ensuring future sustainable growth Goal of the studyParticipants8,848 telco service respondents:Distributed evenly at 5%per country Answered questions about all core telco services(mobile

102、,broadband,TV,fixed line)Median LOI at 19 min,confirming high engagementOnline survey conducted in May 2024 across 21 countriesMethodology72%28%Age5%10%30%15%18-2021-2425-3940-5960-74#of respondents with FTTH connectionGenderCurrent telco services78%75%66%48%30%InternetMobileStreaming ServicesTV sub

103、scriptionFixed line telephoneDecision-makingWith my parents/partnerOn my own61%30%9%50%50%MaleFemaleOther/no answer0.1%04Pre-vs.postpaid share#of customers per household16%25%24%22%13%12345 or more23%77%N=400 per country40%With FTTHWithout FTTHNot knownPrepaidPostpaidSimon-Kucher|Global Telecommunic

104、ations Study 2024|July 2024|Global Research Results 31Source:Simon-KucherDisclaimerAbout the MaterialsThis presentation and associated services(Materials)have been prepared by the Simon-Kucher entity specified within the Materials(Simon-Kucher)for the recipient identified in the Materials(Recipient)

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