Implementing practical “virtual” account service models


Virtual account service models


Telstra Corporation Limited

Telstra Corporation Limited (Telstra) is Australia’s largest telecommunications company which builds and operates telecommunications networks and markets voice, mobile, internet access, pay television and other products and services.

We have been working with Telstra serving different customer segments with varying product and service solutions since 2002.  In recent times we have been working very closely with Telstra Mobility and Cloud Services teams to develop and implement practical Customer Journey Maps and a “virtual” account service models for selected customers.

This covered setting up inbound and outbound telephone support, email support, and inbound live chat support programs for the management and sale of Telstra mobility applications and products; including mobile phones, tablets and cloud supported applications.

Telstra had segmented its customer database into various sub-segments of current and recently churned customers that had been profiled as being potentially predisposed to their mobility and applications offer(s).  We helped to establish a high-performance sales team to sell a number of different mobility products and applications to these customers based on a brief “discovery” phone call that led to a confirmed sale.

There were a variety of sales tactics tested, refined and eventually optimised during the program.  Sales teams and team managers were encouraged to find ways of continuously improving their sales results without compromising customer satisfaction and reinforcing customer advocacy.  Telstra achieved sustained sales growth for the duration of the program and within the first quarter was exceeding the sales targets forecasted.

Working side by side with the marketing department customer journey maps were produced for tracking touchpoints, understanding their connections and setting strategic priorities.  The thought was that if senior management, marketing, sales, finance and delivery team members were involved in the “conversation”, then the vision can be harnessed to create sustainable and manageable customer experience initiatives.