Implementation of a client–centric model of customer service (based on the example of customer service in the field of telecommunications and communications)

Abstract

Growing competitive pressure and problems of customer churn in the telecommunications industry determine the need for an intensive transition to customer–centric service. The article studies the features of the implementation of a client–centric model of customer service using the example of customer service in the field of telecommunications and communications. The key stages and principles of transition to a customer–centric model are formulated, and the maturity levels of the customer relationship management system are highlighted. Based on the analysis of scientific literature on the research topic, the features and key approaches to managing customer service, development and strategic planning in the activities of telecommunications companies are determined. Objective differences are established in building relationships with B2C and B2B client segments. Based on the results of the study, recommendations are formulated for the implementation of a client–centric model of client service in the field of telecommunications and communications, suggesting a transition to an integrated construction of a client–centric business model for the telecommunications business. It is emphasized that despite the historical tendency towards short–term planning in the telecommunications industry, a customer–centric business model is becoming increasingly in demand in inextricable connection with the ecosystem approach and maximum customer retention.