The passing of Apple co-founder and saviour Steve Jobs there has been a great deal of commentary about how he operated in business.Most of obituaries focused on his second incarnation at Apple where he oversaw the waves of innovation from iPod, iTunes, iPhone and iPad.In my evaluation,Steve Jobs wasn't a technologist but he was a smart marketing guy.Steve Jobs was driven by the vision and passion of what he wanted to deliver to customers and ensured that his teams deliver the outcomes as well as suppliers deliver input costs that he could afford unlike many economies and companies who have been operating above their means.There are a couple of lessons many economies and copmanies can learn from Steve Jobs and msot important telecoms operators.
Jobs made a lot of money by focusing on how to make a lot of money; he did it by focusing on what would make customers use his products.The first Apple computer and the Apple II built by his friend Steve Wozniak were built because the two Steves wanted their friends to be able to enjoy having their own personal computer as much as they did.The other innovations starting at the Macintosh all the way through to the iPad had a focus on ease of use, not being first.Jobs understood the WIMP which stands for 'windows, icons, mouse, pull-down menus' interface he saw at Xerox could make the computer itself intuitive.He was determined to deliver Postscript in his printers to be able to render on paper what users could see on the screen.The iPod wasn't the first MP3 player, nor was it the first with a hard drive. It was the first that was easy to use to play music.
The iPhone, too, became the first smartphone with an intuitive interface.These weren't things customers could tell Jobs about through customer research but they were things anyone could know.Customers want things that are simple to use.Telcos talk about the need to generate shareholder value might be doing a great job of pitching to investment analysts, but it is those whose mission is to help people fulfil their need to communicate that will win.Delivering the outcome which are products that are easy to use and has to infuse every aspect of your operations.Telcos operators have failed to address confusing prices and confusing bills and acknowldge their customer service problems and not even Finland has been spared.A real commitment to customers in everything they do and demanding the best from themselves would identify the need to fix brand "telco" before investing in their own brands like has been the case in almost all European and African counteries.
Customers really do think the best service is no service. Their number one value in customer service is never having to use it.That outcome is the goal in a Jobs-like customer-centric organisation. The customer service manager cannot deliver that goal, the IT manager can't deliver that goal, marketing can't deliver that goal.It takes the whole company to deliver that goal.Jobs was renowned for telling people they were "brain dead". Being "brain alive" requires original thought about old problems; not old thought about new problems.Jobs was as hard on his suppliers as he was on his staff. Steve Jobs demanded quality goods at efficient prices.Telcos must take that task to hand when it comes to the "bill shock".
The time it takes to get some charges compiled especially roaming charges onto monthly bills must be sorted out soonest and am speaking this because of being a victim.And that means changing the operator response to calls for better information away from telling us companies have problems receiving billing data.The alternative is to fix the system globally and that's what Jobs would do.Telephone is easy to use because they all use the same kind of dialling sequence while SMS was facilitated by a consistent layout of letters on the numbers of standard mobiles.Standardisation makes the product easy to use and that is why I do identify the importance of seeing the competitors as people you need to co-operate with and standards is one way of doing that.Despite huge successes, telco operators have remained determined to differentiate on things that have no value to consumers.
I wonder if there is really a benefit in having different operators charge by the second, half-minute or minute.As a an interested partry in the industry,i know consistent definition of call types across operators aid consumer understanding.However,Telcos have made a habit of telling us that they aren't each others' main competitors and that the "real competition" is Google,Skype,Twitter etc.That is nonsense in my opinion.Time has come where Telcos need to take this opportunity to act like they believe that their real competition are the application providers. Telcos also need to acknowledge that years of competing on service leaves us customers frustrated and bitterly dissapointed. In order to stem the losses many telcos are suffering, they would have to innovate rather than "slash and burn".That advice must be taken by the telco industry as a whole or else they will suffer heavily in the years ahead.
http://contadorwanarua.wordpress.com/2011/10/15/ipv6-migration-must-allow-ipv4-devices/
Jobs made a lot of money by focusing on how to make a lot of money; he did it by focusing on what would make customers use his products.The first Apple computer and the Apple II built by his friend Steve Wozniak were built because the two Steves wanted their friends to be able to enjoy having their own personal computer as much as they did.The other innovations starting at the Macintosh all the way through to the iPad had a focus on ease of use, not being first.Jobs understood the WIMP which stands for 'windows, icons, mouse, pull-down menus' interface he saw at Xerox could make the computer itself intuitive.He was determined to deliver Postscript in his printers to be able to render on paper what users could see on the screen.The iPod wasn't the first MP3 player, nor was it the first with a hard drive. It was the first that was easy to use to play music.
The iPhone, too, became the first smartphone with an intuitive interface.These weren't things customers could tell Jobs about through customer research but they were things anyone could know.Customers want things that are simple to use.Telcos talk about the need to generate shareholder value might be doing a great job of pitching to investment analysts, but it is those whose mission is to help people fulfil their need to communicate that will win.Delivering the outcome which are products that are easy to use and has to infuse every aspect of your operations.Telcos operators have failed to address confusing prices and confusing bills and acknowldge their customer service problems and not even Finland has been spared.A real commitment to customers in everything they do and demanding the best from themselves would identify the need to fix brand "telco" before investing in their own brands like has been the case in almost all European and African counteries.
Customers really do think the best service is no service. Their number one value in customer service is never having to use it.That outcome is the goal in a Jobs-like customer-centric organisation. The customer service manager cannot deliver that goal, the IT manager can't deliver that goal, marketing can't deliver that goal.It takes the whole company to deliver that goal.Jobs was renowned for telling people they were "brain dead". Being "brain alive" requires original thought about old problems; not old thought about new problems.Jobs was as hard on his suppliers as he was on his staff. Steve Jobs demanded quality goods at efficient prices.Telcos must take that task to hand when it comes to the "bill shock".
The time it takes to get some charges compiled especially roaming charges onto monthly bills must be sorted out soonest and am speaking this because of being a victim.And that means changing the operator response to calls for better information away from telling us companies have problems receiving billing data.The alternative is to fix the system globally and that's what Jobs would do.Telephone is easy to use because they all use the same kind of dialling sequence while SMS was facilitated by a consistent layout of letters on the numbers of standard mobiles.Standardisation makes the product easy to use and that is why I do identify the importance of seeing the competitors as people you need to co-operate with and standards is one way of doing that.Despite huge successes, telco operators have remained determined to differentiate on things that have no value to consumers.
I wonder if there is really a benefit in having different operators charge by the second, half-minute or minute.As a an interested partry in the industry,i know consistent definition of call types across operators aid consumer understanding.However,Telcos have made a habit of telling us that they aren't each others' main competitors and that the "real competition" is Google,Skype,Twitter etc.That is nonsense in my opinion.Time has come where Telcos need to take this opportunity to act like they believe that their real competition are the application providers. Telcos also need to acknowledge that years of competing on service leaves us customers frustrated and bitterly dissapointed. In order to stem the losses many telcos are suffering, they would have to innovate rather than "slash and burn".That advice must be taken by the telco industry as a whole or else they will suffer heavily in the years ahead.
http://contadorwanarua.wordpress.com/2011/10/15/ipv6-migration-must-allow-ipv4-devices/
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