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As a company operating in the field of services,
we believe that the satisfaction and loyalty of our
customers is among the main measures of our success.
Our broad portfolio of telecom solutions is driven by the
wide variety of customers by demographic, economic
and social indicators – from the traditional consumers
of fixed telephony, through the advanced tech such
as interactive television enthusiasts, to the modern
Z-generation, for which the main value is the freedom
to do everything quickly and easily, whenever and
wherever they want. This broad palette of people, who
have chosen VIVACOM to provide their connection and
communicationwith the world, motivates the company
to use different approaches to contacting them. Our
goal is not just to provide good service to our customers,
but to create an entirely positive experience at every
point of their contact with us – from the moment they
learn about our services, through the willingness to try
them, to the experience of their actual use. This is the
overall policy of our company, which is reflected in the
work of every directorate.
For more than a year in our organization a separate
directorate Customer Experience has been functioning,
with the main purpose to ensure a greater number of
satisfied and loyal customers to become ambassadors
of the VIVACOM brand in their personal environment.
Its work is focused on three main areas:
1. A better understanding of the expectations, needs
and lifestyles of our customers, which is the basis of
our personal approach to each customer.
In everyday life, where information is
following us everywhere, consumers highly value
organizations that do not waste their time with
irrelevant proposals, but bring to their attention
only the ones that are tailor made for their needs;
That is why the correct and timely targeting
of marketing and information campaigns is a key
not only for the success of the company, but also
for the attitude of the customers towards it.
2. Changingkeybusinessprocessesofgreat importance
to end users.
For a year a number of internal processes and systems
have undergone transformation, with end users being
at the center of this change. Among the most important
of these are:
Improving the service of VIVACOM-purchased
devices with a more efficient customer
information system at each stage, as well as
upgrading the devices’ models that are provided
as substitutes for the period of repair;
Improving the process of receiving complaints
so that the customers use the most convenient
way for them and receive a response within the
same time and under the same conditions;
Optimizing the roaming service activation
process, as a result of which over 98% of our
customers are able to use it without paying
a deposit and can freely activate it not only by
dialing 123, but also through the My VIVACOM
platform.
3. Focusing on the customer experience: improving the
overall impression from the contact with the company.
A number of activities have been implemented in this
direction, such as:
Improvements in the SMS communication with
customers: all SMS messages are sent in the
Cyrillic alphabet; SMS message for confirmation
of a paid bill is send – thus we provide a peace
of mind to our customers that, regardless of the
channel they have chosen to pay, their monthly
invoice is paid, etc.;
Institution of ‘thank-you’ notes for consumers
who submit complaints. For us, they are a source
of data that we analyze and based on it find out
where we can improve our work;
A corporate template for presenting our
proposals to business clients in order for them to
be able to understand from the first contact with
us the advantages of the company as a provider
of telecom services;
Proactively informing consumers of mobile
services how to improve their experience while
using mobile data through our 4G network.
The Customer Experience Directorateworks not only to
improve the current processes in the company, but also
to build entirely new ‘customer journeys’ depending on
the lifestyle and the use of services by the clients. The
goal is that the customer expectations are exceeded
and positive emotions are provoked in them at each
4.4.1.
Consumer Relations and Customer Experience
Improvement
4.
PERFORMANCE
4.4.
Honest
stage of contact with the company. This leads to the
creation of loyal customers, who are ambassadors of the
brand. The process of creating the so-called ‘customer
journeys’ started in 2018 with a quantitative survey
of the factors influencing the customer’s loyalty. After
a series of analyses, the different types of customers
were grouped according to their values and lifestyle. In
2019, the specific ‘customer journeys’ will be created –
from the moment of informing the customers about our
services, to the point of making them our loyal clients
and brand ambassadors.
The other key directorate in the company, which works
directly for the customer satisfaction, is the Customer
Service Directorate. In 2018, its main goal was to
improve the level of key performance indicators for
the call center operations. These are the Abandonment
rate (ABR), the Average Waiting Time (AWT) for a call in
the CSR queue before being served (when calling 123)
and other indicators that form the overall Service Level
Factor. In 2017, there was a decline in the indicators,
which was mainly the result of the introduction of a
number of regulatory changes at European and national
level, which increased the number of customer inquiries
and the traffic to the customer service line. In 2018,
the team, including staff responsible for the 123 calls,
technical experts and specialists, managed to improve
the results on all indicators. This was achieved through
system changes and proactive prior communication
to customers on all important issues and innovations
that could raise issues – such as technical prophylaxis,
changes in the content or pricing of services, regulatory
changes, etc. For this purpose, different channels like
SMS messages, e-mail, TV screen messages, voice
recording when calling 123, social networks and the
company’s website are used.
The past year was extremely important because the
Customer Service Directorate started working on a
key project to replace the service platform, which
will provide an opportunity to bring the service to
a completely different level corresponding to the
company’s drive for digitalization.
In addition to the quantitative indicators, the Directorate
overcomes challenges that are entirely related to the
quality of the service provided, the changes being
entirely in the benefit of the customers. The intent is to
allow every inquiry to be resolved after the first contact
with the company, regardless of the communication
channel chosen by the consumer.
In our constant striving to improve the quality of our
services and their after-sales management, we analyze
the key issues that we receive through all the customer
contact channels. One of the most frequently raised
topics is the information in the invoices. We have found
that consumers needadifferentwayofdescriptionofthe
services used by them, and a process of making changes
in the content of the monthly bills is forthcoming.
Georgi Apostolov,
Coordinator of the Safer Internet Centre:
‘As a long-standing member of the Public Council of the National Safer Internet
Centre, VIVACOM has regularly supported various activities and initiatives related
to informing and promoting the main principles of online safety and prevention of
child abuse on the Internet, aimed at teachers, parents and the children themselves.
In 2018, training of VIVACOM’s employees was carried out with the participation of
experts from the National Safer Internet Centre and representatives of the Cyber
Crime Department of the General Directorate Combating Organized Crime of the
Ministry of Interior. The employees who participated in the training gained insight
into the latest trends in Internet usage and mobile communications by children and
learned about the latest online risks for kids and how to prevent them.’
ANNUALREPORT
2018
INTEGRATED
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