Could you introduce yourself?
I’ve worked here since 2004, working in finance, before leaving for post-graduate studies. Subsequently, I rejoined to work at dtac in marketing, working on internal business development. Then, I rotated positions in finance for eight years, overseeing a range of responsibilities, such as revenue scrutiny, investor relations and financial planning and analyzing.
What’s your current role?
Currently, I’ve been responsible for Customer Value Management under marketing group for over a year. Our main task is to offer our products and services to the customers by giving them the best values under the concept of “Right Product – Right Moment and Right Channel.”
For example, we will offer a top-up package based on previous usage behaviour. If their balance is insufficient, we will offer a loan program instantly. This is what we called “contextual marketing”.
What’s your attitude towards change?
You can’t avoid change. I personally think that it’s a great opportunity to take a new job every 3-4 years.
Actually, whoever is applicable to change job or a new target need to be ready to deal with any unpredictable things, such as a matter of new role and responsibilities, new colleague or a new boss, etc. Therefore, “can-do attitude” comes first.
“Of course, fear and failure often come when we are about to start a new thing. But we need to dare to take risk and act fast. When it fails, rethink the success and failures you’ve experienced.”
dtac is going to be fully digitalized. What should be the common thinking of employees?
It’s inevitable and it’s across all industries, ranging from media, banking and telcos as well. Digital is the future. We need to be open minded, acknowledge reality and learn to cope with consumers’ behavior and technological changes as quickly as possible, in a bid to change the way we work and how to approach our customers.
Please give the example, how can digital transform today’s job?
Traditionally, the way to offer our products and services was done via SMS and MMS with designated timing, which is no longer in line with the fact that the pattern of customer behavior are diverse with different lifestyles. Digital technology is a tool to offer services with a more precise approach, allowing marketers to have a deeper understand customer behavior individually and en masse. It’s like we have a million media planners. With the significant migration to the use of digital channels via dtac app, it becomes the greatest opportunity to trace customers’ behavior and offer services at the right timing.
One of the key factors of success to drive digital growth is our “data scientists”. They are responsible for modelling and analyzing customers’ insights in order to find the reasons why customers are not interested in the services we offer and what we should be doing better.
Our data scientists collect a billion points of data daily from our customer base of 20 million subscribers.
What projects are you developing?
In addition to contextual marketing, we have used machine learning on image recognition systems in collaboration with the Sales Group, which is aimed at verifying SIM registrations.
Moreover, we are developing a social listening tool in partnership with the social engagement team and call center to trace, analyze and measure the feedback from our customers’ voices through dtac’s Facebook page.
In addition to contextual marketing, we have used machine learning on image recognition systems in collaboration with the Sales Group, which is aimed at verifying SIM registrations. Moreover, we are developing a social listening tool in partnership with the social engagement team and call center to trace, analyze and measure the feedback from our customers’ voices through dtac’s Facebook page.
What we need to understand the customers in this era? How you and your team adapt yourselves?
Digitalization has made things change faster than ever. Therefore, our way of work is required to be faster by embracing the “Red Way of Working”.
“To be clear, we need to think different, act fast, test and run. If work, let’s do that. If fail, let’s figure it out. Our key motto is “fail fast, learn faster”.
To be clear, we need to think different, act fast, test and run. If something works, let’s keep at it. If it fails, let’s figure out why. Our key motto is “fail fast, learn faster”.
Over a year of leading CVM team, have you seen any changes?
I have tried to prove that anything is possible. We initially set a target for digital channel revenue at 4 billion baht in 2017, up 16% from 2016. As the results of our determination, we expect that the target revenue is likely to reach 5 billion baht in 2017, up 40% from 2016.
It’s not easy to reach this point. Our team massively changed the way they work. They had to break the silo and collaborate. They had to think customer first and have a sense of ownership and urgency. Our team has a daily stand-up meeting on every morning Monday till Wednesday to jointly monitor and plan what to do next to achieve our goals.
What is the meaning of your work?
To create value and to prove that we can do it. Honestly, this is the most challenging job I have ever done. We have to go through the challenges step by step and the success is a journey. We have to look at the successes as a checkpoint for ourselves. Once we reach the top, we celebrate a little, then we have to move on. Life is an endless journey.
Do you have any New Year’s Resolution?
I want to be skinny (laughs). I’ve said it for years but still not able to do. Whenever I work hard, I release my stress by eating. As a result, I don’t have the standard figure for Thai women–now I want to be healthy!
For my team, first, I would like to thank them. We come to this point because of the help from everyone in the team during the past year. In the future, I want our team to think that the challenge is fun and want to do something new. I do not want them to do the same thing all the time, enjoy those new things that happen. If we succeed, that happiness will be the force and power to keep us going forward.
There are 70 people in the CVM team, so it’s difficult to get in touch with them all, thoroughly. It’s possible to have gaps in our team.
In response, I set my own rules, saying at least two hours must be allocated to my team members to have a one-on-one session. A relaxed environment, over coffee, allows for us to be very open to any topics, even personal. Although I always have a tight schedule, I treat this as my top priority.