"One-to-one" is the Cornerstone of the Telecommunications' Evolution

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• Publié par: peppers-rogers-group-and-telecom-review
• Nombre de lectures: 19
• Langue: English

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"One-to-one" is the Cornerstone of the

Telecommunications' Evolution

PR Newswire

DUBAI, UAE, September 16, 2012

DUBAI

, UAE,

September 16, 2012

/PRNewswire/ --

As part of the conferences and exhibitions held in

Tunisia

for the 'North Africa

Com' Congress, Telecom Review in French had an opportunity to speak with

Amine Jabali, the Managing Partner at Peppers & Rogers Group. In this

interview, Mr. Jabali focuses on the main concepts and strategies of his

company, as well as the potential of the North African market.

As we understand, your business is based on the "one-

to-one" marketing concept. How would you describe

this concept and what are the ways that you advise the

companies to interact with their customers?

The philosophy of our company is built on customer centricity. The founders of

our consultancy, Don Peppers and Martha Rogers Ph.D., had established

towards the end of the 1980s the "one-to-one" strategy, which is centered on

treating different customers differently based on their values, needs and

behavior.

Today, this concept has become the model across industries, including

telecommunications. As such, the world of telecommunications is trying to take

advantage as much as possible of the power of customer insight. And that is

also what we as Peppers and Rogers Groups are trying to do: the more we

understand the customer needs and behavior, the more we are able to

customize the products and services, and furthermore customize the

interactions with customers.

For you, what is the evolution of this concept in

North

Africa

?

Today, the North African market is similar to most other telecommunications

markets in terms of structure, including the

Middle East

and the Gulf regions.

North Africa

is a highly penetrated market, highly competitive and facing

customers who are more and more demanding. By being customer centric and

focusing on "one to one" strategies, operators would be able to develop

differentiated services and personalized customer experiences. This would

enable them to sustain a profitable growth and manage customers'

expectations.

The main question that arises is: Will North African

operators be able to survive?

The operators in

North Africa

have been investing in 3G technologies over the

past three years. These operators continued to focus on the voice, with an

attempt to accompany it by data, media and content; but the reality is that they

are investing heavily in technology without really changing the traditional way

of doing business. Tunisiana is the best example. It still operates the 2G and

remains the market leader with 54% market share and the fastest growth

among other operators in

Tunisia

. This example illustrates that it is not just a

question of technology and services, but also a question of developing and

deploying a customer-centric culture and strategies.

What are major companies who practice "one-to-one"?

Most of the operators that we work with are trying to implement this "one-to-

one" strategy. They understand that they cannot rely mainly on the prepaid

services for their survival in the next five years. These operators are

transforming their culture and business models through customer-centric

programs and initiatives to be able to face the current and upcoming

challenges.

What is the region that has the most potential?

I believe that all regions have the potential, but it is mostly in

North Africa

where the percentage of younger generation (less than 35 years) is very large.

Whether they have money or not, young people want to use the internet, play

online games, download videos via Youtube, send SMS, use BBM, etc. and as

such, this is one of the strategic segments that the operators are focusing on.

Therefore, the idea is to implement strategies to attract and change the

behavior of the consumer by providing engaging mobile applications, offering

smart phones at affordable prices as well as by managing customer value

across all stages of the customer lifecycle.

You have recently expanded your business to

Asia

.

What are the expected advantages?

We believe that the

Asia-Pacific

in particular is a promising region with

important strategic implications in terms of its continued economic growth and

containing highly populous countries. Moreover, this is a mature and, we

believe, a truly attractive market in which Peppers & Rogers Group will continue

to invest in.

How do you evaluate your performance in 2011?

Last year was a year of integration with Teletech, which is one of the largest

business outsourcing solution providers in the world. We have shared many

synergies with respect to added value services as well as market expansion;

achieved through a very mature transformation which brought added value to

both organizations.

In summary, we have managed our business in a way that allows us to diversify

our service portfolio across the industries and sectors, as well as expand into

the regions with high potential.

What are your future plans and expectations for 2012?

I am very optimistic about the year 2012. According to our company's forecast,

we are very confident and excited about our expansion into

Asia Pacific

. We are

trying today to penetrate more and more the North African region. We are

already present in

Egypt

in

Algeria

(for two years) and today in

Tunisia

. We

hope to develop with increasing momentum in

Tunisia

and

Morocco

in the near

future. Furthermore, we expect to see improvements in the situation in

Libya

soon, which we also consider as another potentially attractive market.

So, I think that the year 2012 will be excellent. However, life in the

Middle East

is always subject to highs and lows, which exposes us from time to time to

some risks. Nevertheless, I am confident in our ability to reach a balance and

focus on achieving our projected growth.

Contact: Sofia Mogilewskaja, [e-mail]