TalkTalkprovides pay television, telecommunications, Internet access, and mobile network services to almost 4M consumers in the United Kingdom. Its headquarters are in London.
It is listed on the London Stock Exchange and is a constituent of the FTSE 250 Index.
Annual revenue reported for 2016 were £1.8B.
Among other initiatives, I led the launch of the customer-centric Kids Remote proposition.
You can watch a video presenting the proposition and the approach here (courtesy IABM)
TalkTalk kids remote provides kids with independence while watching TV and parents with peace of mind.
The main features of the proposition are:
A remote control designed for and with kids.
It is shock resistant and mouth safe. It features very few buttons and a wheel to control navigation.
It fits kids’ tiny hands and it’s turquoise which we realised it’s kids’ favourite colour at the moment.
By pressing any button on the remote control, kids access a reserved area on TV just showing kids content.
There is now way kids can watch inappropriate content from here of mess up with the TV setting.
When it’s almost bedtime, a notification on screen shows a countdown, informing kids that the time has come to stop watching and go to bed. JKids hate to be surprised!
At the end of the countdown, the kids area goes to sleep and can’t be used anymore until the day after.
Parents of course can still use the normal TV.
Parents can access a secret area from where they can set bedtime hours, during which the kids TV will be unavailable, and decide which content they want to show in the kids area.
It’ their control panel, where they decide how kids can use TV.
TV customers with kids have a high ARPU.
Increasing their engagement means to positively impact their loyalty and decrease churn. Engagement, Churn and ARPU are the most critical KPIs of a pay TV service, and of subscription business models in general.
Moreover, we knew that TalkTalk TV brand perception was not at the same level as competitors in terms of innovation. I needed to find a way to fix this.
In order to figure out how to do it, I’ve adopted a Lean and Customer-centric approach based on the following process:
validate assumptions about customers problems through Customer development interviews
use insights to collaboratively define a Unique Value Proposition
test and iterate the value proposition until we got customer commitment
define minimum set of features for launch and start development.
While competitors focused on providing kids with entertainment on a tablet (BBC, Sky, YouTube, Amazon), we conducted customer development interviews with kids and realised that what we were suspecting from viewing data was true: kids prefer to watch content on the big screen!
When they do that, they would like to be independent, and use the remote control in the same way they see their parents doing.
However, this makes parents nervous for a number of reasons: kids might mess ups with TV settings, or watch inappropriate content, or accidentally buy premium content.
By meeting with over 60 kids in primary schools, we have realised that they do that simply because they don’t know how to use the normal remote control. It has too many button and is to big for them.
Moreover, by interviewing dozens of parents we also realised that they struggle to convince kids to stop watching TV and go to bed, that their kids hate to be surprised when it’s bedtime, and that they are frustrated because kids tend to watch the same content over and over again, while they would prefer their viewing selection to be more variegated.
With this insights in hands, I’ve facilitated a number of ideation workshops. Key team members from product, design, tech, commercial and content participated to brainstorm and rank ideas around product, content and commercial elements of the proposition.
Right after this, we engaged again with customers, both parents (the decision makers) and kids (the users) to test and iterate the value proposition, until we got commitment from the decision makers.
Also target customers engaged on Twitter through a partnership with ukmums.tv went so well to send #talktalkkidsremote to the trending topics of the days, and the overwhelming customer feedbacks about the proposition confirmed that the customer centric approach paid off.
Finally, in terms of impact on KPIs, we achieved the desired increase in terms of engagement and retention with customers who bought the kids remote.
After one month from the launch of the proposition, we registered +31% number of kids content played by customers using a Kids remote vs other customers and a staggering +21% number of kids content hours watched since the kids remote launch.
Moreover, 60% of customers with kids remote say they would very likely recommend the remote to friends and family, suggesting a positive shift in the brand perception, and 40% kids remote users are very likely to unsubscribe from the content package needed to use the remote, suggesting a positive impact on churn reduction and ARPU increase.