Learning to Embrace Change. April 28, 2016

Transcription

1 Learning to Embrace Change April 28, 2016

2 Comcast s 50- year ascension in the telecom industry Compe77ve Set 1963: Ralph Roberts purchases American Cable Systems NONE Subscribers 12K Video 2

3 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) Compe77ve Set 1963: Ralph Roberts purchases American Cable Systems NONE Subscribers 12K Video 3

4 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) Compe77ve Set 1963: Ralph Roberts purchases American Cable Systems NONE Subscribers 12K Video 4

5 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) Compe77ve Set 1963: Ralph Roberts purchases American Cable Systems NONE 1996: Comcast begins offering Internet Subscribers 12K Video 5.7M Video 0.1M Internet 5

6 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) 2001: Comcast becomes biggest cable operator in the US Compe77ve Set 1963: Ralph Roberts purchases American Cable Systems NONE 1996: Comcast begins offering Internet Subscribers 12K Video 5.7M Video 21M Video 0.1M Internet 3.3M Internet 1.3M Phone 6

7 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) 2001: Comcast becomes biggest cable operator in the US Compe77ve Set 1963: Ralph Roberts purchases American Cable Systems NONE 1996: Comcast begins offering Internet 2005: Comcast begins offering Digital Voice Subscribers 12K Video 5.7M Video 21M Video 0.1M Internet 3.3M Internet 1.3M Phone 7

8 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) 2001: Comcast becomes biggest cable operator in the US 1963: Ralph Roberts purchases American Cable Systems 1996: Comcast begins offering Internet 2005: Comcast begins offering Digital Voice 2011: Comcast introduces Home Compe77ve Set NONE Subscribers 12K Video 5.7M Video 21M Video 0.1M Internet 3.3M Internet 1.3M Phone 8

9 Comcast s 50- year ascension in the telecom industry 1969: Reincorporated as Comcast (CommunicaKon + Broadcast) 2001: Comcast becomes biggest cable operator in the US 2015: Comcast embraces NPS 1963: Ralph Roberts purchases American Cable Systems 1996: Comcast begins offering Internet 2005: Comcast begins offering Digital Voice 2011: Comcast introduces Home Compe77ve Set NONE Subscribers 12K Video 5.7M Video 21M Video 0.1M Internet 3.3M Internet 1.3M Phone 22.3M Video 23.3M Internet 11.5M Phone has created one of the largest and most complex companies on the planet 9

10 How do we become an engine for change and success? Skill sets sit in multiple places Behavioral QualitaKve QuanKtaKve AYtudinal 10

11 How do we become an engine for change and success? Skill sets sit in multiple places Behavioral UX Research QualitaKve QuanKtaKve AYtudinal 11

12 How do we become an engine for change and success? Skill sets sit in multiple places UX Research Behavioral EBI - Business Intelligence/Analy7cs QualitaKve QuanKtaKve AYtudinal 12

13 How do we become an engine for change and success? Skill sets sit in multiple places UX Research Behavioral MS&A Team EBI - Business Intelligence/Analy7cs QualitaKve QuanKtaKve AYtudinal 13

14 How do we become an engine for change and success? Skill sets sit in multiple places QualitaKve UX Research Behavioral MS&A Team EBI - Business Intelligence/Analy7cs Customer Experience Team QuanKtaKve 14 AYtudinal

15 How do we become an engine for change and success? Skill sets sit in multiple places QualitaKve UX Research Behavioral MS&A Team EBI - Business Intelligence/Analy7cs Customer Experience Team QuanKtaKve Tracking Surveys 15 AYtudinal

16 How do we become an engine for change and success? Skill sets sit in multiple places QualitaKve UX Research Behavioral MS&A Team EBI - Business Intelligence/Analy7cs Customer Experience Team QuanKtaKve Consumer Services Research Tracking Surveys IDIs Focus Groups Pilot Tests Research Overviews Secondary Reseach Consumer Surveys Choice Models AYtudinal 16

17 At immense scale, several challenges which will require us to improve our customer experience INCREASED COMPETITION FOR CUSTOMERS CHANGING CUSTOMER EXPECTATIONS COMCAST STARTING A BIT BEHIND ON CUSTOMER TradiKonal compektors inveskng heavily in customer experience New, nimble compektors making in- roads in market Core demand on the decline in some areas (e.g., Pay TV) ExpectaKons being shaped by other industries / players The experience increasingly core to the value proposikon Customer with more choices than ever Legacy percepkon of Comcast not being customer- centric company TradiKonally differenkated on product seen as lagging on key elements of the customer experience 17

18 Our Mission To make customer experience our best product.

19 To reach our goals, there are three fundamental changes for Comcast DNA FROM We priori(ze financial performance above customer We are sa(sfied when the opera3onal scorecard is green We work around or through a customer issue, even if it is bound to happen again TO We priorikze customer advocacy alongside our financials We are saksfied when the customer is sa7sfied We are empowered to solve or elevate customer issues 19

20 We are at the beginning of a mul7- year journey to deliver on our Mission RealizaKon of customer full potenkal Comcast provides the best customer experience in the market 2016 Embedding new ways of working Jun- Dec 15 Enterprise- wide rollout and launch 20 Commitment and early implementakon

21 Journey- centered Program Design Billing Repair People and Culture Onboarding Reliabilty 21

22 Soc Launch in 8 Channels Retail Billing COE Care IBS DotCom Outsourced Manila Na7onl Care Field Techs 22

23 Scaling NPS across spokes Today Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Beta deployment Hub deployment Spoke deployment Descrip(on Beta deployments prototype NPS work prackces in each channel Key ac(vi(es Trial rollout of NPS work prackces (customer, team, elevakon) - Test- and- learn prackces (customer, team, elevakon) - Adapt and refine work prackces Expansion of NPS work prackces to select hubs within the division Playbook- based rollout of NPS work prackces leveraging learning from earlier betas - CX resources will support hub deployments Spokes enable broad scaling of NPS work prackces enterprise- wide by channel Playbook- based rollout of NPS work prackces leveraging learning from hubs - Heavily reliant on Division and FuncKon resources 23

24 Q&A 24