Telecom: We're Changing the Way We Do Broadband
Telecom: We're Changing the Way We Do Broadband
Awards
Nexus CRM and Data Management Bronze
Entrant
Telecom New Zealand
Nominee
DDB Group RAPP Tribal NZ
Entrant Credits
Anna McLauchlan, Susannah Glenn, Sarah Whitehead, Mathew Beder, Glen Saunders, Carolyn Galloway, Martyn Sims
Nominee Credits
Robert Limb, Vanessa Marklew, Claire Bonham Holden
Entry Rationale

Telecom’s broadband plans were quickly becoming uncompetitive. They needed to ‘Change The Way They Were Doing Broadband’ get ‘back in the game’ and vigorously defend their core business. Traditionally their marketing strategy focused on short term acquisition offers, but this was about to change with aggressive retention offers; offering ‘twice the data’ on their most popular broadband plans. Telecom needed to move fast, so decided to launch changes to their broadband packages 4 weeks ahead of schedule, communicating to over 500k broadband customers. Telecom systems made accurately identifying broadband customers difficult. Not only were they over 150 Telecom billing codes to identify broadband customers, but multiple billing systems and multiply provisioning platforms.

This caused ‘data headaches’ for analysis, as extensive checking and authentication had to be carried out under strict time pressures. There were some great wins for Telecom:

• The campaign decreased churn, with average annual churn savings to the tune of $19 million.
• Telecom communicated with over 500k broadband customers in less than half the time it would normally take a campaign of this size to get to market.
• The campaign produced large business efficiency improvements with the number of billing spots codes reducing by 50%. Analysts can now automate and streamline existing campaigns with ease and Marketing now have greater flexibility around what offers they can take to market.
• Customers on standalone broadband plans reduced by over 30% with migration onto Total Home Packages. This movement resulted in a 10% lower churn rate for Telecom, which equated to an annual average churn saving of $3.5 million.