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THANKS FOR DROPPING BY!

I can’t wait to
share some of the

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I have on CX Innovation
in the Telco Industry.

It’s no longer enough to have the best network. With MNP being painless
and nearly instant, B2B and B2C clients can easily switch to a different carrier
for any reason. As customer expectations hit an all-time high, poor CX is a
leading driver of churn in telcos. 

I’d love to bounce ideas with you on this.
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THANKS FOR DROPPING BY!

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It’s no longer enough to have the best network. With MNP being painless
and nearly instant, B2B and B2C clients can easily switch to a different carrier for any reason. As customer expectations hit an all-time high, poor CX is a leading driver of churn in telcos. 
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Years of Experience in Digital Transformation
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Clients Successfully Transformed
Into Digitally Driven Organizations
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Years of Experience in Digital Transformation
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Clients Successfully Transformed
Into Digitally Driven Organizations
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Telco is the #1 industry most impacted by churn

Over 45% of respondents canceled their phone, internet, TV, or cable subscription in the past year while 92% of dissatisfied customers switched to a competitor.

Top 4 Drivers of Churn:
  • Broken Omnichannel Flows
  • ​​Poor Agent Service
  • ​Slow Resolution of Issue
  • ​Ineffective Self-Service

According to 31% of CX decision-makers in telco companies, increasing expectations on quality customer experience is the biggest customer-related factor that could impact the telco industry.

Consumers look for better and more flexible service, greater transparency in billing, and improved ease of use. Meanwhile, commercial clients want more advanced connectivity and data solutions.

Higher cost of living prompts customers to be more critical of the value they’re getting from telco providers.

60% of households are concerned that their broadband provider may increase prices while 44% feel that providers are not doing enough to give them the best deal.

Significant gaps exist between telcos’ new “as-a-service” offerings and the needs of enterprise customers.

74% of enterprises are interested in network security-as-a-service but only 42% of telco providers plan to offer it. Meanwhile, there is significantly lower demand for private cellular network and mobile edge computing services.

Telco and enterprise attitudes toward
network-as-a-service offerings

Complexity in various forms hinders digital transformation in telco companies.

Four of the five biggest data and technology barriers to telco transformation are complexities throughout the organization, from data security requirements to system integrations and corporate partnerships.

Top Five data and technology barriers
to telco transformation

What are the most significant data and technology barriers to executing your transformation?
Sources: 
Top 10 risks in telecommunications 2022 report - EY
The Future of Telco - KPMG
2022 State of Customer Loyalty and Churn in Telecom - TechSee
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Telco is the #1 industry most impacted by churn

Over 45% of respondents canceled their phone, internet, TV, or cable subscription in the past year while 92% of dissatisfied customers switched to a competitor.

Top 4 Drivers of Churn:
  • Broken Omnichannel Flows
  • ​​Poor Agent Service
  • ​Slow Resolution of Issue
  • ​Ineffective Self-Service

According to 31% of CX decision-makers in telco companies, increasing expectations on quality customer experience is the biggest customer-related factor that could impact the telco industry.

Consumers look for better and more flexible service, greater transparency in billing, and improved ease of use. Meanwhile, commercial clients want more advanced connectivity and data solutions.

Higher cost of living prompts customers to be more critical of the value they’re getting from telco providers.

60% of households are concerned that their broadband provider may increase prices while 44% feel that providers are not doing enough to give them the best deal.

Telco and enterprise attitudes toward network-as-a-service offerings

Significant gaps exist between telcos’ new “as-a-service” offerings and the needs of enterprise customers.

74% of enterprises are interested in network security-as-a-service but only 42% of telco providers plan to offer it. Meanwhile, there is significantly lower demand for private cellular network and mobile edge computing services.

Top Five (5) data and technology barriers to telco transformation

What are the most significant data and technology barriers to executing your transformation?

Complexity in various forms hinders digital transformation in telco companies.

Four of the five biggest data and technology barriers to telco transformation are complexities throughout the organization, from data security requirements to system integrations and corporate partnerships.
Sources: 
Top 10 risks in telecommunications 2022 report - EY
The Future of Telco - KPMG
2022 State of Customer Loyalty and Churn in Telecom - TechSee
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The Challenge: Break Down Organizational Silos to Increase Sales

Vodafone was facing a sales slump. With all their channels utilizing a siloed approach to their customers, other carriers were winning new customers with omnichannel experiences.

Our Solutions: Build Consensus and Align KPIs

We helped lead sales and digital services teams identify internal conflicts and worked with stakeholders to align KPIs and deal with cannibalization issues. We identified opportunities and influenced consensus among stakeholders to design, build, and deploy seamless customer experiences, utilizing strategies and integrated platforms across all channels and teams. 

Results: Higher Profits, Immensely Satisfied Customers

  • Increased profits by 42% and paved the road for Vodafone’s transformation of global operations 
  • ​Proposed shift from segmented to integrated, omnichannel approach through a horizontal business unit across channel verticals to manage full customer experience; Earned conditional approval, based on agreement to head the new program
  • ​Gained #1 rank in customer satisfaction, raising NPS by 60%; enabled 360-degree customer and shopper insights
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The Challenge: Reduce Customer Support Costs

T-Mobile was looking to lower the cost per service/support call, which at the time was around €20 per call. Majority of the calls were customers wanting to manage and/or change their services, such as adding or removing features sets and reviewing charges.

T-Mobile knew they needed to have online self-service options for customers. However, due to legacy technology and the lack of interoperability between provisioning, billing, and web systems, projects to digitize these functionalities failed to deliver experiences that would divert calls to the call center and drive customer satisfaction.

Our Solutions: Optimize Functionalities to Deliver Better Value

To solve the challenge, we researched what the customers were really aiming to accomplish and what experience would move the needle. We then worked with the technology teams to understand the limitations of the platform and available data. In collaboration with the technology and business teams, we designed an experience around functionalities that, while only delivered 20% of the capabilities the business asked for, gave 80% of the value they needed. 

Results: Lower Costs, Higher Customer Satisfaction

  • Reduced cost per call: from ~€20 to ~€8-12  
  • ​Increased sales: 8% higher sales directly attributed to this work
  • Greater customer satisfaction: In-market customer satisfaction went from 3 out of 4 to 1 out of 4
With the success of the program, we were able to retask personnel from the call centers to administration of CX personalization, configuration, and content generation and management, further amplifying the effect of the work. 
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CUSTOM JAVASCRIPT / HTML

The Challenge: Break Down Organizational Silos to Increase Sales

Vodafone was facing a sales slump. With all their channels utilizing a siloed approach to their customers, other carriers were winning new customers with omnichannel experiences.

Our Solutions: Build Consensus and Align KPIs

We helped lead sales and digital services teams identify internal conflicts and worked with stakeholders to align KPIs and deal with cannibalization issues. We identified opportunities and influenced consensus among stakeholders to design, build, and deploy seamless customer experiences, utilizing strategies and integrated platforms across all channels and teams. 

Results: Lower Costs, Higher Customer Satisfaction

  • Increased profits by 42% and paved the road for Vodafone’s transformation of global operations 
  • ​Proposed shift from segmented to integrated, omnichannel approach through a horizontal business unit across channel verticals to manage full customer experience; Earned conditional approval, based on agreement to head the new program
  • ​Gained #1 rank in customer satisfaction, raising NPS by 60%; enabled 360-degree customer and shopper insights
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The Challenge: Reduce Customer Support Costs

T-Mobile was looking to lower the cost per service/support call, which at the time was around €20 per call. Majority of the calls were customers wanting to manage and/or change their services, such as adding or removing features sets and reviewing charges.

T-Mobile knew they needed to have online self-service options for customers. However, due to legacy technology and the lack of interoperability between provisioning, billing, and web systems, projects to digitize these functionalities failed to deliver experiences that would divert calls to the call center and drive customer satisfaction.

Our Solutions: Optimize Functionalities to Deliver Better Value

To solve the challenge, we researched what the customers were really aiming to accomplish and what experience would move the needle. We then worked with the technology teams to understand the limitations of the platform and available data. In collaboration with the technology and business teams, we designed an experience around functionalities that, while only delivered 20% of the capabilities the business asked for, gave 80% of the value they needed. 

Results: Lower Costs, Higher Customer Satisfaction

  • Reduced cost per call: from ~€20 to ~€8-12  
  • ​Increased sales: 8% higher sales directly attributed to this work
  • Greater customer satisfaction: In-market customer satisfaction went from 3 out of 4 to 1 out of 4
With the success of the program, we were able to retask personnel from the call centers to administration of CX personalization, configuration, and content generation and management, further amplifying the effect of the work. 
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I’m a strategist with over 20 years of expertise in driving lasting transformational change for global and Fortune 500 companies. I’ve built a strong track record of creating highly successful digital technology practices, powering impressive revenue growth, and quadrupling profit margins.

I leverage a unique, holistic planning approach for clients and employ experience-based design principles to craft the user experience against existing technology and process gaps. I’ve honed my expertise in creating vision, defining strategy and tactics, and balancing customer needs with corporate goals to deliver desired results.

Over the course of my career, I was able to enhance my skills in leading, influencing, and motivating matrix teams; developing, mentoring, and empowering staff; and managing overall business performance for my clients. My extensive experience in working with large brands has strengthened my ability to determine the impact of digital decisions on other business segments and adjust priorities, strategies, and tactics for optimal outcomes.
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  • Enabled a multinational telco company to leverage its full breadth of channel offerings to maximize profits, reach ambitious revenue targets, optimize the consumer experience, and reduce operating expenses
  • Led the re-platforming of all B2C digital platforms for a leading luxury brand, including eCommerce, POS, MPOS, and department store links, by rebuilding digital commerce infrastructure for Direct to Consumer and Partner Shop/Affiliate sales and service segments
  • Enabled a multinational bank to form deep, meaningful customer connections and cultivate brand loyalty by implementing a unified B2B and B2C banking portal worldwide; led this $2M implementation for the global market on time and within budget
  • ​Balanced customer needs against business goals for a multinational hotel chain by migrating enterprise to a comprehensive, online, cross/omnichannel solution that supported business model and corporate sales/service goals, while providing valuable customer insights
  • ​Drove 65% increase in ancillary product sales at time of purchase for a biotech client, while positioning them as one of the first biotech companies to implement a B2B/B2C research website with capability to provide insights into both research and customer buying patterns
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I’m a strategist with over 20 years of expertise in driving lasting transformational change for global and Fortune 500 companies. I’ve built a strong track record of creating highly successful digital technology practices, powering impressive revenue growth, and quadrupling profit margins.

I leverage a unique, holistic planning approach for clients and employ experience-based design principles to craft the user experience against existing technology and process gaps. I’ve honed my expertise in creating vision, defining strategy and tactics, and balancing customer needs with corporate goals to deliver desired results.

Over the course of my career, I was able to enhance my skills in leading, influencing, and motivating matrix teams; developing, mentoring, and empowering staff; and managing overall business performance for my clients. My extensive experience in working with large brands has strengthened my ability to determine the impact of digital decisions on other business segments and adjust priorities, strategies, and tactics for optimal outcomes.
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  • Enabled a multinational telco company to leverage its full breadth of channel offerings to maximize profits, reach ambitious revenue targets, optimize the consumer experience, and reduce operating expenses
  • Led the re-platforming of all B2C digital platforms for a leading luxury brand, including eCommerce, POS, MPOS, and department store links, by rebuilding digital commerce infrastructure for Direct to Consumer and Partner Shop/Affiliate sales and service segments
  • Enabled a multinational bank to form deep, meaningful customer connections and cultivate brand loyalty by implementing a unified B2B and B2C banking portal worldwide; led this $2M implementation for the global market on time and within budget
  • ​Balanced customer needs against business goals for a multinational hotel chain by migrating enterprise to a comprehensive, online, cross/omnichannel solution that supported business model and corporate sales/service goals, while providing valuable customer insights
  • ​Drove 65% increase in ancillary product sales at time of purchase for a biotech client, while positioning them as one of the first biotech companies to implement a B2B/B2C research website with capability to provide insights into both research and customer buying patterns
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Some of my colleagues were kind enough to share their own experiences working with me.
When it comes to digital business transformation, Jared Slomack is a gentleman I would highly recommend. He has a wealth of experience in eCommerce and the emerging omnichannel landscape—and a unique high-level insight that he is able to bring into actionable plans. In addition to his raw knowledge, his manner in working with clients is extremely thorough. As a consultant, he is very good at understanding the client's business requirements and then advising them on how to further their approach. If it were up to me I would have Jared on my enterprise digital project team every time. I recommend him highly.

Jonathan Heinrich

Digital transformation strategist 
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Some of my colleagues were kind enough to share their own experiences working with me.
When it comes to digital business transformation, Jared Slomack is a gentleman I would highly recommend. He has a wealth of experience in eCommerce and the emerging omnichannel landscape—and a unique high-level insight that he is able to bring into actionable plans. In addition to his raw knowledge, his manner in working with clients is extremely thorough. As a consultant, he is very good at understanding the client's business requirements and then advising them on how to further their approach. If it were up to me I would have Jared on my enterprise digital project team every time. I recommend him highly.

Jonathan Heinrich

Digital transformation strategist 
Mr. Slomack became involved with our efforts to introduce Cross Channel features into our consumer business. Almost immediately, he reached out and courted stakeholders from all over the company. He made it clear that it was less about functionality and more about shifting the way we do business. Mr. Slomack also developed a way to “move the ship” in such a manner that the business could adjust and at the same time, releasing new functionalities into the marketplace which are coveted by our customer base. Whenever Mr. Slomack encountered an obstacle, he overcame it in usually creative ways, proving his belief and dedication to the work he was doing. This was never more evident then when he left CGI to join my team because he knew that being internal would further support his efforts to transform Vodafone into a customer-centric company. Mr. Slomack is a committed and loyal team player. He has the trust of the stakeholders because he is always upfront and clear about the extent of work, its impact, and timetables, while regularly meeting all the deliverables.

Dr. Volker Glaeser

CEO at HOSPITALITY.digital
It has never been easy to meet a great mentor in your life, and I was the lucky one who could meet a highly professional and kind-hearted mentor like Jared. Not only is he one of the best professionals in digital and eCommerce, but also he is a great leader who is always willing to spend time to nurture others. I was reporting to him in Arvato and it was an amazing learning experience for me. He always has clear visions for eBusiness of global clients and he also cares about the true learning and improvement of his team members. He led me to gain professional skills and knowledge of eCommerce in a short amount of time by giving me the right tasks that helped me to learn from practice. Not only this, he is also a very kind hearted person who has a great personality and an amazing sense of humor. Again, I was so lucky to meet a mentor like Jared and I am very happy to write this memo for him. I am sure he will bring a great value to any team.

Karoline Jin Kim

Head of Audience at Initiative
Mr. Slomack became involved with our efforts to introduce Cross Channel features into our consumer business. Almost immediately, he reached out and courted stakeholders from all over the company. He made it clear that it was less about functionality and more about shifting the way we do business. Mr. Slomack also developed a way to “move the ship” in such a manner that the business could adjust and at the same time, releasing new functionalities into the marketplace which are coveted by our customer base. Whenever Mr. Slomack encountered an obstacle, he overcame it in usually creative ways, proving his belief and dedication to the work he was doing. This was never more evident then when he left CGI to join my team because he knew that being internal would further support his efforts to transform Vodafone into a customer-centric company. Mr. Slomack is a committed and loyal team player. He has the trust of the stakeholders because he is always upfront and clear about the extent of work, its impact, and timetables, while regularly meeting all the deliverables.

Dr. Volker Glaeser

CEO at HOSPITALITY.digital
It has never been easy to meet a great mentor in your life, and I was the lucky one who could meet a highly professional and kind-hearted mentor like Jared. Not only he is one of the best professionals in digital and eCommerce, but also he is a great leader who is always willing to spend time to nurture others. I was reporting to him in Arvato and it was an amazing learning experience for me. He always has clear visions for eBusiness of global clients and he also cares about the true learning and improvement of his team members. He led me to gain professional skills and knowledge of eCommerce in a short amount of time by giving me the right tasks that helped me to learn from practices. Not only this, he is also a very kind hearted person who has a great personality and an amazing sense of humor. Again, I was so lucky to meet a mentor like Jared and I am very happy to write this memo for him. I am sure he will bring a great value to any team.

Karoline Jin Kim

Head of Audience at Initiative

FROM Solutions

Being part of FROM allows me to continue working on what I’m passionate about–improving customer experiences through innovation and digital transformation.

You may not know this, but FROM collaborates with plenty of major brands to help them succeed in their digital transformation. It’s what we love to do!

And we’ve been doing it for years. 

Are you looking to overcome the hurdles that are stopping you from achieving true global transformations? Are you afraid of pursuing a product because you aren’t sure if your customers will like them? Do you feel backed into a corner because people are resistant to your transformation?

We can help with that! Our expertise in developing next-generation digital experiences allows us to design very specific strategies and programs that deliver real value, just like the results I shared with you earlier.

LEARN MORE ABOUT HOW WE CAN HELP YOU.
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CUSTOM JAVASCRIPT / HTML

FROM Solutions

Being part of FROM allows me to continue working on what I’m passionate about–improving customer experiences through innovation and digital transformation.

You may not know this, but FROM collaborates with plenty of major brands to help them succeed in their digital transformation. It’s what we love to do!

And we’ve been doing it for years. 

Are you looking to overcome the hurdles that are stopping you from achieving true global transformations? Are you afraid of pursuing a product because you aren’t sure if your customers will like them? Do you feel backed into a corner because people are resistant to your transformation?

We can help with that! Our expertise in developing next-generation digital experiences allows us to design very specific strategies and programs that deliver real value, just like the results I shared with you earlier.

LEARN MORE ABOUT HOW WE CAN HELP YOU.
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Digitally Preparing Your Company for a Recession

It’s crucial for companies to be ready for challenging times and well-equipped to take advantage of growth opportunities. Here are ten strategies for thriving in a recession.

Domino’s Near-death Experience, Saved by Digital Transformation

Can a pizza chain go from almost bankrupt to a digital giant in just a few years? Domino’s certainly did, and they don’t look like they’re slowing down anytime soon.

How Starbucks Made Ordering Coffee a Digital Innovation

Starbucks went from a pre-digital coffee chain to an innovator that created one of the biggest mobile ordering apps of all time. This is how they did it.
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Digitally Preparing Your Company for a Recession

It’s crucial for companies to be ready for challenging times and well-equipped to take advantage of growth opportunities. Here are ten strategies for thriving in a recession.

Domino’s Near-death Experience, Saved by Digital Transformation

Can a pizza chain go from almost bankrupt to a digital giant in just a few years? Domino’s certainly did, and they don’t look like they’re slowing down anytime soon.

How Starbucks Made Ordering Coffee a Digital Innovation

Starbucks went from a pre-digital coffee chain to an innovator that created one of the biggest mobile ordering apps of all time. This is how they did it.
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Copyright 2023 FROM.Digital. All rights reserved. Cookie Policy | Privacy
Copyright 2023 FROM.Digital. All rights reserved. Cookie Policy | Privacy