Rogers Communications Inc. To succeed in a competitive market Rogers must differentiate itself by improving customer service quality “The only value your company will ever create is the value that comes from customers” “Businesses succeed by getting, keeping, and growing customers “ “Customers are the only reason you build factories, hire employees, schedule meetings, lay fiber-optic lines, or engage in any business activity” “Without customers, you don’t have a business” - Don Peppers and Martha Rogers |||||||||||||| PROBLEM IDENTIFICATION PROBLEM ANALYSIS ANALYSIS METHOD(S) STRATEGIC ALTERNATIVES CONCLUSION STRATEGIC APPROACH Q+A

Analysis Method SWOT Analysis Strengths – Most international roaming partnerships – Highest Average Revenue per User (ARPU) – Lowest Churn % Weaknesses – Highest acquisition cost per subscriber – Lowest overall customer service ratings

Analysis Method SWOT Analysis Opportunities – Growing wireless industry – Increasing VOD Threats – Customers not satisfied with the customer service – Decreasing demand for traditional television and telephone services.

PROBLEM IDENTIFICATION CUSTOMER SERVICE Spending between $5-12 per customer call – $30 for more in depth calls Handles over 30 million calls and 300,000 requests yearly Scored 655 on customer service. – Bell scored 758 – Telus scored 755

Operating Expenses Company (FY 2009)

PROBLEM ANALYSIS THE PROBLEM ROGERS – Only 5 call centers and all located in Canada – Has an extensive CSC training program, yet CSC still has to refer customer up hierarchy chain – Has 2,100 service vehicles – Wirelines products replaced within 3 days – Customers complain inconsistent customer service experience between in-store, online, and at the call centers

Competitors Bell and Telus – Call centers located throughout North America – Outsourcing customer service initiatives internationally – Only has 2,000 vehicles – More efficient with less resources.

STRATEGIC ALTERNATIVES ALTERNATIVE 1 |||||||||||||| RESTRUCTING CALL CENTERS Space out call centers – Throughout North America – Outsourcing internationally

STRATEGIC ALTERNATIVES ALTERNATIVE 2 |||||||||||||| RETRAINING CUSTOMER SERVICE CONSULTANTS Train all CSC (retail, call centers and online) on the same level Appoint a CSC manager at each retail store Grant CSC authority to make managerial decisions “Genius” bar in retail stores

STRATEGIC ALTERNATIVES ALTERNATIVE 3 |||||||||||||| REDUCING TURN-AROUND TIME From 3 days to 24 hours Allowing in-store pick-ups for replacements

STRATEGIC ALTERNATIVES ALTERNATIVE 2 ALTERNATIVE 1 COMPARE + CONTRAST ALTERNATIVE 3

STRATEGIC ALTERNATIVES LIMITS + CONTINGENCES ALTERNATIVE 2 ALTERNATIVE 1 ALTERNATIVE 3

STRATEGIC APPROACH BEST ALTERNATIVE …. ALTERNATIVE 2 – CONCENTRATING ON RE-TRAINING CSC WHY  LESS COSTLY THAN MOVING/OPENING NEW FACILITIES  TARGETS CORE PROBLEM  ENHANCES CUSTOMER SERVICE  UTILIZES CURRENT RESOURCES MORE THROUGHLY  REDUCE LENGTH, THEREFORE COST OF CALLS BY ALLOWING CSC TO MAKE EXCUTIVE DECISIONS

CONCLUSION “Quality is free” -Philip Crosby Delivery of ever-improving value to customers Employee engagement, teamwork, & accountability Continuous improvement and learning by entire organization at all levels