Quality of service and Customer Satisfaction

[G4-Dma Product and Service Labelling] The progressive global digitisation and the dissemination of social media are radically changing the way in which the consumer constructs and manages relations with the brands. Understanding and measuring customer expectations and adopting a culture of continuous optimisation are the drivers that make it possible to offer customers the best possible experience, confirming their central role, to the benefit of economic sustainability, loyalty and positive word of mouth.

In this context, Telecom Italia has developed an extensive system of listening to detect Customer Satisfaction, which is structured into “hot” and “cold” surveys. The first aim to detect quality perceived immediately after an event and/or specific contact with the company (e.g. installation of a service, purchase of a product and/or service, call to customer service, repair of a failure). These continuous or regular surveys are mainly carried out through automatic channels. “Cold” surveys carried out independently by a specific event, enable customer satisfaction to be detected in terms of competitiveness too. This scope includes the monitoring of the Customer Satisfaction Index (CSI) - which adopts international standards (ACSI, American Customer Satisfaction Index) - to detect the perception of quality on the main satisfaction indicators of the various customer segments and competitors.

Under the scope of the continuous evolution of investigations, the Group has begun experimenting with new methods of listening with a view to Customer Experience Management (CEM) in order to better understand the customer experience and obtain indications to improve processes.

The introduction of new methods has entailed a change in the questionnaires and channels used for the interviews, as well as considering new indicators. Of these, the most relevant is the Net Promoter Score (NPS) based on international standards and which is used in different industrial sectors. The NPS is based on the potential recommendation of the operator in relation to the experience accrued. On a scale of 0 to 10, “promoters” are customers expressing votes of 9 or 10 “detractors” are those providing a score of 0 to 6, whereas the rest of the customers are considered as “passive” and are not countered towards calculating the NPS. The NPS is calculated as the difference between the percentages of “promoters” and “detractors”. In 2015, for example, the NPS begun to be monitored of customers talking with the telephone assistance service, with very positive results indeed (NPS more than 10).

[G4-PR5] In the same way, the monitoring of CSI has also evolved in terms of Customer Experience and has been extended to the new services (e.g. LTE and fibre). In order to reconstruct the trend of past years, records were taken in a parallel fashion to normalise the values.

Monitoring the CSI has earned certification of conformity with standard UNI 11098:2003 and has been included in the managerial (management by objectives) and collective (result premium) incentive systems.

The CSI values of Telecom Italia by segment are shown below

Customer segment

 201520142013
Consumer 76.84 76.45 75.79
Small Enterprise 67.29 66.89 66.35
Large/Medium Enterprise + Vertical 73.22 72.01 71.67
Totals 74.29 73.66 73.15

Average satisfaction is measured on a scale of 0-100, where 0 means “not at all satisfied” and 1000 means “completely satisfied”.

Projects developed to improve the Customer Experience and make employees play an active part in developing innovative, effective solutions, include:

  • Customer Journey Lab: the project aims to allow colleagues/investigators to experience the service received by consumer customers first-hand by selecting, purchasing, activating and using services, so as to identify the customer’s perception and the main areas requiring attention/strengths. In 2015, this method was applied to the converging (fixed/mobile - SMART offer) offers, the LTE offer and multimedia services (e.g. TIMSKY, TIMVision, TIMMusic);
  • “Chi-ama Telecom”: a tool used by Telecom Italia employees to channel reports received from customers, friends or acquaintances regarding the fixed line service requirements of consumer customers, of a commercial or technical nature. The project makes employees active participants as the promoters of solutions in the management of customers;
  • The “Listening to Customer Care operators” project: launched to collect the requests and problems experienced by customers by listening to Customer Care operators, optimising the experience of those in day-to-day contact with the customers and who have in-depth knowledge of their needs and expectations, as a further contribution for the identification of opportunities to improve the customer Experience in using the Group services

Confirming its commitment to quality of service and transparency in its relations with customers, TIM Brasil is the first Latin American company to have launched a “Portas Abertas” (open doors) website in 2013, showing the plans for expansion of the technical network. Among other things, the website offers customers the chance to:

  • interact with the company regarding the technical network coverage map for each individual street;
  • receive notifications regarding both maintenance and any failures to achieve technical network objectives;
  • provide TIM with feedback on the perceived quality of the network.

Among the actions taken in 2015, it is worth highlighting the launch of the online chat service (available on the Web and via the TIM mobile app for smart phones), the improvement in several automatic and digital portal services, the humanisation of caring on digital channels in general, the creation of an online (web chat) channel for customers with questions about Anatel (Brazilian National Telecommunications Agency).

TIM Brasil also talks to its customers via Twitter and Facebook. @ TIMBrasil” (https://twitter.com/TIMBrasil), which as of December 2015 had more than 720,000 followers, and Facebook (www.facebook.com/timbrasil) with over 1,428,000 likers. Since 2012, the company has also activated a further channel “@ TIM_AJUDA” (https://twitter.com/TIM_AJUDA), which allows it to communicate with customers via Twitter. As of December 2015, this channel has almost 246,000 followers. In the evolution of customer services, another important step consisted of the launch of the new MEU TIM application dedicated to customers needing information available at all times on their smartphones, including consumption, the last bills, the residual balance and current promotions.

TIM Brasil carries out two types of nation-wide customer satisfaction surveys by means of interviews:

  • the TIM and competitors’ consumer customer survey, conducted twice a year (May and November) on a “reflective” basis, measures the customer’s general perception of the Company e.g. sales structure, call centre, network coverage and quality of the network (also as regards the Internet connection), technical support, the price of services, promotions, billing;

 201520142013
Consumer Customer survey (*) 7.29 7.54 7.92
Consumer Mobile Telephony Call Centre Survey(**) 7.25 7.30 7.47
Business Mobile Telephony Call Centre Survey(***) 7.24 7.16 7.15

  • the call centres survey, conducted once a month on a “reactive” basis, with the involvement of TIM customers (consumer and business) who have contacted the call centre in the previous 15 days.

Since 2012, in full compliance with privacy protection requirements, Telecom Italia has been monitoring “conversations” on the Web regarding quality in the Telecommunications sector, relating to both fixed and mobile communication and the consumer and business segments. This monitoring takes place using a tool that performs a semantic search and analysis of the subjects most frequently discussed on the Internet and analyses the “tone” (web sentiment) of conversations about Telecom Italia and its competitors. The aim is to make a prompt assessment of how customers perceive offers and services, gaining a greater insight into issues to support the business.

(*) Average index, on a scale of 0 to 100.

(**) Average mobile consumer customer satisfaction index on a Scale of 0 to 10.

(***) Average mobile business customer satisfaction index on a scale of 0 to 100.

USE OF SOCIAL NETWORKING IN CUSTOMER CARE

In recent years, the Telecom Italia Customer Relationship Management has been increasingly focused on the monitoring of new digital contexts, identifying the future of assistance, care and loyalty of its customers in the monitoring and management of caring contacts obtained from the social networks (Twitter and Facebook).

In 2010, Telecom Italia launched the Caring on Social Media project to make the most of the opportunities provided by the new web communication channels. Amongst others, the re-engineering of Social Caring has begun, resulting in a revision of processes, the issue of procedures, the development of systems for management, the extension of monitoring times and investments in the training of social caring agents. Thanks to the constant training, the agents know the channel being used and are quick to deal with a report and understand and solve the problems described by the customer, answering with a polite, but not overly formal, tone of voice. Telecom Italia Caring on Social Media seeks to construct a new relationship with digital mobile and fixed telephony customers and strengthen their trust.

In 2015, through social caring, Telecom Italia also offered a single business vision, generating positive sentiments towards the brand and expanding upon the customer base; besides, in August it launched the integration of the Telecom and TIM Facebook pages into the single official TIM page, which boasts 2 million fans, with an extension of the times at which the social channels are manned.

Telecom Italia/TIM, which has always been committed to the development of technologies by which to improve the processes and flows of customer services, obtained recognition for this in 2015, including:

  • the Italian CMMC Social CRM 2015 prize for the skilled, quick response management of particularly large volumes;
  • first place in the classification of Italian telecommunications companies for the “customer service” on Facebook and ninth place worldwide amongst all brands (telecommunications and other companies in the Socially Devoted classification, prepared by the research company Socialbaker during the second quarter of 2015. Being “socially devoted” means answering the many interactions recorded on the social channels quickly, and which now represent a significant volume. More specifically, during the fourth quarter of 2015, TIM managed interactions on Facebook and Twitter with a response rate - respectively - of 87% and 71% (source: Blogmeter).

THE DIGITAL IDENTITY ON SOCIAL MEDIA

The presence of Telecom Italia/TIM on social media considers the social changes seen in the new methods of communication both between people and between people and companies. In this context, the Company systematically and continuously adopts specific communication strategies that are useful to constructing and communicating its identity on the Internet. In this respect, a digital communication model has been developed, which is inspired by the evidence revealed during the insight discovery process, at the basis of a data-driven communication plan. In this way, the most effective channels are chosen on the basis of the reference target and subject matter discussed, the most appropriate times of the day to communicate and the visual guidelines to be used. Moreover, the definition of the content to be communicated does not end with the construction of the content strategy; it is a work that is in continuous evolution, which envisages the monitoring of conversations and their measurement in real time, according to the KPI defined during the strategic phase.

The importance of a data-driven strategy is also confirmed by web monitoring activities carried out in the company. More specifically, the matters relating to telecommunications and the related conversations between users are concerned by specific analyses aimed at detecting the tone of conversations (web sentiment) and monitoring the experience of the customers with regards to the offers and services of Telecom Italia/TIM and competitors, thereby providing input and insight to the business lines.

All this has enabled the Company to consolidate its leadership in the various communities that have been created in the different social networks (facebook, twitter, google+, instagram, youtube) around the main brands: TIM, TIM Impresa Semplice, TIMvision, TIMmusic, Working Capital, Serie A TIM, Nuvola Italiana, with more than 7 million likers and followers. For information about the social networking tools available to call centre operators (TUO), see the sustainability section of the telecomitalia.com website.

Customer Satisfaction within incentives schemes

Telecom Italia’s managerial incentive systems include many targets associated with customer satisfaction and experience, in keeping with the business plan for the current period. This target is measured through the Customer Satisfaction indicators monitored through periodical surveys. For 2015, the managerial incentive system envisages an objective based on the CSI structured over two separate clusters of customer segments, identified on the basis of the positioning with respect to the competitors. The purpose of this segmentation is to pursue different improvement objectives according to the segment. Specific targets associated with quality parameters and consistent with the criteria established for corporate and segment customer satisfaction indicators have been established in the collective incentive systems for Telecom Italia staff.

Finally, specific objectives associated with customer satisfaction have been set in the collective incentive scheme - known as CANVASS - which involves some of the staff in the Customer Care and Open Access departments.