Data Mining Models as a Tool for Churn Reduction and Custom Product Development in Telecommunication Industries

Author(s):  
Goran Klepac

This chapter represents the business case in the telecommunication company called Veza, in domain of churn prediction and churn mitigation. The churn project was divided into few stages. Due to limited budget and cost optimization, stage one was concentrated on prospective customer value calculation model based on fuzzy expert system. This helps Veza company to find most valuable telecom subscribers. It also helped company to better understand subscriber portfolio structure. Developed fuzzy expert system also helped Veza company in detection of soft churn. Stage two is profiling and customer segmentation based on time series analysis which provided potential predictors for predictive churn model. The central stage was concentrated on developing traditional predictive churn model based on logistic regression. This calculated probability that subscribers will make churn in next few months. The final stage was dedicated to SNA (Social Network Analysis) model development which found out the most valuable customers from the perspective of existing subscriber network. This model gave the answer that subscribers have the greatest influence on other subscribers in a way what is dangerous if they leave Veza company because they will motivate other subscribers to do the same thing. All three stages made complete churn detection/mitigation solution which take into consideration past behaviour of subscribers, their prospective value, and their strength of influence on other subscribers. This project helped Veza company to decrease churn rate and it gave directions for better understanding customer needs and behaviour which were the base for new product development.

2015 ◽  
pp. 559-585
Author(s):  
Goran Klepac

This chapter represents the business case in the telecommunication company called Veza, in domain of churn prediction and churn mitigation. The churn project was divided into few stages. Due to limited budget and cost optimization, stage one was concentrated on prospective customer value calculation model based on fuzzy expert system. This helps Veza company to find most valuable telecom subscribers. It also helped company to better understand subscriber portfolio structure. Developed fuzzy expert system also helped Veza Company in detection of soft churn. Stage two is profiling and customer segmentation based on time series analysis which provided potential predictors for predictive churn model. The central stage was concentrated on developing traditional predictive churn model based on logistic regression. This calculated probability that subscribers will make churn in next few months. The final stage was dedicated to SNA (Social Network Analysis) model development which found out the most valuable customers from the perspective of existing subscriber network. This model gave the answer that subscribers have the greatest influence on other subscribers in a way what is dangerous if they leave Veza Company because they will motivate other subscribers to do the same thing. All three stages made complete churn detection/mitigation solution which take into consideration past behaviour of subscribers, their prospective value, and their strength of influence on other subscribers. This project helped Veza Company to decrease churn rate and it gave directions for better understanding customer needs and behaviour which were the base for new product development.


2016 ◽  
pp. 430-457
Author(s):  
Goran Klepac

This chapter represents the business case in the telecommunication company called Veza, in domain of churn prediction and churn mitigation. The churn project was divided into few stages. Due to limited budget and cost optimization, stage one was concentrated on prospective customer value calculation model based on fuzzy expert system. This helps Veza company to find most valuable telecom subscribers. It also helped company to better understand subscriber portfolio structure. Developed fuzzy expert system also helped Veza company in detection of soft churn. Stage two is profiling and customer segmentation based on time series analysis which provided potential predictors for predictive churn model. The central stage was concentrated on developing traditional predictive churn model based on logistic regression. This calculated probability that subscribers will make churn in next few months. The final stage was dedicated to SNA (Social Network Analysis) model development which found out the most valuable customers from the perspective of existing subscriber network. This model gave the answer that subscribers have the greatest influence on other subscribers in a way what is dangerous if they leave Veza company because they will motivate other subscribers to do the same thing. All three stages made complete churn detection/mitigation solution which take into consideration past behaviour of subscribers, their prospective value, and their strength of influence on other subscribers. This project helped Veza company to decrease churn rate and it gave directions for better understanding customer needs and behaviour which were the base for new product development.


2014 ◽  
Vol 2014 ◽  
pp. 1-18 ◽  
Author(s):  
Yu-Jie Zhao ◽  
Xin-xing Luo ◽  
Li Deng

In the fierce market environment, the enterprise which wants to meet customer needs and boost its market profit and share must focus on the new product development. To overcome the limitations of previous research, Chan et al. proposed a dynamic decision support system to predict the customer lifetime value (CLV) for new product development. However, to better meet the customer needs, there are still some deficiencies in their model, so this study proposes a CBR-based and MAHP-based customer value prediction model for a new product (C&M-CVPM). CBR (case based reasoning) can reduce experts’ workload and evaluation time, while MAHP (multiplicative analytic hierarchy process) can use actual but average influencing factor’s effectiveness in stimulation, and at same time C&M-CVPM uses dynamic customers’ transition probability which is more close to reality. This study not only introduces the realization of CBR and MAHP, but also elaborates C&M-CVPM’s three main modules. The application of the proposed model is illustrated and confirmed to be sensible and convincing through a stimulation experiment.


2017 ◽  
Vol 38 (1) ◽  
pp. 22-30 ◽  
Author(s):  
Jie Yan ◽  
Le Wang ◽  
Jie Xiong

Purpose This study aims to use the new product development (NPD) perspective to understand why traditional leading telecom equipment companies, such as Alcatel-Lucent (ALu), have stagnated but the newcomer Huawei has achieved steady growth. Design/methodology/approach This paper takes the form of a comparative case study. Findings Three significant differences in NPD process between the companies were discovered: first, although both companies claim that they are market-oriented, Huawei’s NPD projects are customer-driven, and ALu projects are joint considerations of customer demand and technology leadership; second, Huawei uses a design-to-value strategy, and ALu applies a design-for-quality-premium strategy; third, resources are allocated and shared at the corporate level in Huawei and at the business division level in ALu. Practical implications This study offers several implications for NPD managers. First, holding a market leader position is more important than being a technology leader. Companies must fundamentally change their mind-sets, restructure NPD models and prioritize and empower marketing and sales departments in the decision-making and management of NPD projects. Second, to maximize customer value, managers must balance cost and quality and avoid overengineering. A quality premium no longer necessarily leads to product competitiveness. Third, to improve the efficiency of NPD performance, companies must build up a mechanism to enable across-boundary resources. Originality/value This study highlights a number of key NPD strategy issues. It was conducted in the telecom equipment industry, but NPD managers of other industries will also gain useful insights from the discussion.


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