KPN
The customer journey is the driving force behind this transformation program . What impact was a fragmented journey having on the business ?
“ Walk into stores a few years ago and you would see the impact of all that product complexity , because all of those silos were popping up across the shops and the other touch points ,” says Hoving .
“ If a customer were to place a quadplay order , our sales representatives had to register that order in the fixed order systems , then in the mobile order systems and then they had to make sure that the overall quadplay discounts would apply over the various systems .”
Multiply this process by way of every single customer that KPN works with and this becomes a highly time consuming process . Through the simplification program , this time is significantly reduced .
“ We have redesigned the processes and made them independent from product , channel and from a customer point of view , resulting in an 80 percent decrease in order handling time . By implementing Omnichannel we made it easier for our sales representatives to serve customers and make them happy .,” adds Hoving .
Time equals money
KPN projected cost savings of around € 300 million by 2016 . After one year , KPN realised € 140 million in savings in February 2015 so they upgraded the savings potential to over € 400m . After February 2016 , the company indicated a saving of around € 450 million .
“ We projected those savings by looking at the full cost space of the company and taking some
50 July 2016