Show Notes:

Gerd Schenkel discusses his experience in creating new telco businesses and how to analyze a telecommunications company. Gerd has spent over 10 years as a consultant and 15 years as an executive in banking and telco. He aims to make a differentiation in consulting work by bringing together both worlds.

Developing a Telco Company
Gerd spent six years at Telstra, Australia's incumbent telco, and three years as the CEO. He talks about his experience there and moves on to his first experience at creating a business which was for National Australia Bank, where he launched a digital bank called EuBank. He later worked as the CEO of a digital team and was tasked with building a telco division. Gerd discusses the creation, development and success of a telco project. He talks about launching a project, what it requires, and what he learned through the process, including accepting and meeting a 10-week launch deadline. He talks about key learnings from his time there, managing the team, product pricing, and making the process of developing and delivering a product simple and effective.

A Telstra Broadband Brand Success
Telstra's internet broadband product was competing with its parent company's product, but the difference was not in speed or quality. The brand and marketing strategy was more about the connection to the local exchange, where the availability of ports was crucial for competitive dynamics. A former Telstra employee and artist was hired to help develop the brand. The team knew they would need to market locally, and in some areas, they would spend more money. However, they turned this limitation into a positive, creating a brand story called "Belong." The name "Belong" was about belonging to the local neighborhood, and the advertising would be with local shops. The brand was launched with white lists, indicating that the product was only available in certain areas. The name "Belong" was part of the "local connection" concept, and the bank "Eubank" was launched to create a national brand story.

Challenges Faced by Telco Startup
Gerd discusses the challenges faced by a startup telco, Telstra, in complying with specialist regulations. The telco license had provisions for executing government and police directions, which were not widely known and not widely discussed. Our team was unaware of these requirements until a dedicated Telstra person contacted us about it. The team found a solution by flying a UK-based technician to install the necessary technology in exchanges. Gerd explains that, in terms of regulation, startups can do all their work upfront, but there are always unknowns and unexpected issues that need to be addressed. Flexibility and agility are essential in finding creative solutions, as demonstrated by Telstra's experience.

Customer Service, Operations, and Billing
Gerd shares an example of changes made to billing, and communication at Telstra. He explains that pro rata was a major cause for complaints due to the high cost of first bills. He talks about costs involved in rolling out a new billing system and how they chose a low-cost platform and how this solution cost them nothing and was immediate, meaning no complaints or phone calls.
Gerd emphasizes that the mindset should be on the customer side, focusing on providing the best possible service and experience for customers. Gerd also mentions that Telstra had to configure routers with customers' accounts, which was impossible. They found a solution that was cheaper and more efficient, saving them $3 each. This resulted in no phone calls or track roles, and customers were happy.

On the Moving Home Process
The conversation turns to the redesign of the moving home process for Telstra, which had a negative NPS of perhaps minus 50 and a churn rate of 85%. The process was outsourced for decades and was a nightmare for customers with multiple products and separate tech stacks. Gerd suggested that they started with a small percentage and then rolled it out to everyone. They used their control of channels to impose a better process, routing website orders wherever they wanted. They then convinced call centers to enter orders on the website instead of the internal system, resulting in a reversal where the website became the internal interface for employees. This principle was also applied to mobile phone ordering, resulting in faster and easier ordering for all employees. Gerd explains that importing these mindsets into Telstra was harder due to the bigger scale, complexity, and politics involved. However, the benefits were 100 times bigger in terms of cost, with savings of 40 minutes per mobile order. He now works for a telco in North America, applying similar mindsets to their operations.

The Business Model of Telecommunications Companies
Gerd discusses the business model of telecommunications companies, particularly telcos. Telcos spend billions of dollars on infrastructure and technology, which is then used to make monthly subscriber payments. This complex system results in an average return on capital of 8% over the long term. However, telcos are less customer-centric than banks due to their network businesses where customers are not even a customer, but rather a subscriber. Gerd offers how telcos could reduce churn and increase revenue by being more customer centric. He suggests offering free basic services, such as data and advertising and shares a few working examples=.

Analyzing a Telco’s Monetization Base
Gerd suggests analyzing a telco's monetization base by separating out non-network access revenue per customer. He suggests that if network access is the only revenue source, it will go towards a marginal return on capital (ROC). Telcos have unique access to populations and good brands, which can lead to increased revenue. Gerd also discusses the concept of local office apps, where users can opt in to receive local offers based on their location. This approach has been successful, but it has faced political debates over ownership of the PLC. He states that telcos can potentially generate 1,000,002 million in a country with 20 million people if done properly. Secondarily, telcos typically report the split between network access revenue and non-network revenue. However, Gerd suggests measuring this separately. To evaluate the non-network revenue, he suggests using incentives, reporting, and management tools. A consulting firm can help with this process, although it may require hiring a consultant. By valuing the non-network revenue dollar, telcos can better manage their costs and maximize their revenue.

Timestamps:

02:42: Creating a New Telco Business at Telstra

05:08: Implementing the New Telco

15:25: Branding and Market Strategy

20:21: Regulatory Challenges and Solutions

24:08: Customer Service and Operations Improvements

29:10: Impact on the Parent Company

32:51: Analyzing a Telecommunications Company

40:23: Monetizing the Customer Base

47:45: Final Thoughts and Contact Information

Links:

Website:https://www.gerdschenkel.com/

LinkedIn: https://www.linkedin.com/in/gerdschenkel/

Resource: https://umbrex.com/resources/how-to-analyze-a-telecommunications-company/

Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

589. Gerd Schenkel, How to Analyze a Telecommunications Company

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