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| Catalyzing Churn? |
Organizations Catalyzing Churn? The classical scenario that DanCell repeatedly experience is a genuine disconnect across the organizational lines in the understanding of today’s consumer behavior and expectations.
What we find is that the politics in these small as well as large organizations often dominate the day to day operations more so than building a sustainable and happy (=loyal) customer base.
This does not necessarily reflect that the management team is incompetent but more so a lack of focus on realistic objectives and internal coordination on how to reach the objectives in a unified way.
The tendency with some of the larger players to centralize the decision making process in global headquarters is on paper an excellent idea which ideally should lead to streamlining of the organizations thereby leveraging huge benefits of large scale operations. That is the theory at least.
What is lost in the process is the local market adaptations as local line management by default now focus their attention on coordination with their peers at headquarters rather than getting the work done in a coordinated fashion locally.
In our experience taking away ownership of the local market from the local management team has never proven to be a winning strategy.
Another point of note is the sales techniques being deployed. Sales techniques that work well in markets where the Telco is dominant may give disastrous churn rates in markets where its local subsidiary is a new entrant. Here a smaller customer base, nascent infrastructure still in its infancy, different consumer preferences and a different regulatory environment will dictate a new set of engagement rules.
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