A telecom client satisfies its customers
In the wireless industry, market saturation was fast becoming a reality. The only way to get new customers would be to lure them away from competitors. Our client saw best-in-class customer relationship management as their strategy for success.
Q: But what is customer relationship management? And how do you spend against it?
A: We introduced them to the thinking behind the Component Business Model.
Everyone had a different take on customer relationship management. No one had a single vision. Money was spent inefficiently and ineffectively, even though it seemed they had a sound strategy.
That's where IBM stepped in. We used the thinking behind the Component Business Model to determine how to best execute this strategy across the entire company.
We started by analysing the activities all across the organisation that created value - and organised them into unique components. The components were then mapped into a Component Business Model - created uniquely for this company. We worked closely with the client to identify which business components were truly differentiating, because these differentiating components would have the greatest impact on their goal of superior customer service.
For this client's goals, we focused on two key areas of the Component Business Model: Develop new markets, and acquire and manage new clients. The potential of key components within these areas to contribute to the strategy were marked according to their relevance. This helped the client clearly map out where to begin a more effective and efficient implementation of their business strategy.
How the Component Business Model helped
The Component Business Model helped this company see where and how to apply its strategy across the organisation. It helped them keep execution and tactics aligned across all components. It showed them how to prioritise their investments in the most effective way possible.
Now the company had a unified approach to improved customer relationship management. They had a true strategy with a set of key steps toward executing it.
They coordinated operating strategies toward this end across all business domains. They instituted and managed processes and controls to support this strategy.
Results
The results show that their strategy, now properly executed, is proving to be effective. And with the roadmap that the Component Business Model provides, the next steps in their evolving strategy are more easily identifiable.
