Bill Chang, EVP of SingTel's corporate business, outlines to group editor Joseph Waring the reasoning behind the group's recent restructuring and how it is pushing for process innovation to cut costs and improve turnaround
Telecom Asia: Tell us about the internal reorganization of the business group.
Bill Chang: After a restructuring in April, the corporate business group now includes fixed, mobile and broadband for businesses as well as everything for enterprises - from SMEs and SOHOs to large government and corporate accounts to MNCs. From 15,000 accounts before, the group now encompasses 125,000 accounts. We also added the satellite group, which was a standalone unit, to make sure we're able to offer end-to-end connectivity services, be they terrestrial, cable or satellite.
What was driver behind the move‾
The aim was better synergy of the group's focus. In the past it was large accounts and medium-sized businesses. As we developed our ability to reach out to enterprises via different sales channels and partnerships, by bringing in the other 110,000 accounts we're able to better cater to the market segment. The products that we build also can be applied across all of the accounts.
How is the process going‾
It's a bit early to say, but the signs are encouraging in terms of customer feedback. Our channels are increasingly saying they want to deal with one group rather than two. It also reduces the touch-points and friction points internally - easier for our people, our customers and our partners, and the messaging is more consistent.
After years with Cisco, what prompted you join SingTel [last November]‾
After a good ride there and experiencing tremendous growth, I was looking for a new adventure and challenge. Looking to move on in the telecoms industry, which isn't short of challenges, obviously, I wanted to go with one of the best. In Cisco I spent 6.5 years dealing with SingTel, so I was familiar with the company.
How are you finding the shift‾
Having the opportunity to learn the full scope is very gratifying. At Cisco I looked at technology and how to go to market with that and leave it to the partners to implement. What excites me now is I have this whole gambit to play with - understanding the customers' needs, how to map that to getting services to them, competing in the highly competitive environment, how to differentiate, how to provision, and all the way from presales to post-sales fulfillment. That scope is a lot bigger than what I was used to.
Since coming on board, what is your focus‾
I actually wear two hats: one is with the CFU - customer facing unit, the sales and marketing arm - and the other is with the product house, which develops products for the market The mobile product house, for example, sells primarily to consumers, but a host of the offering is sold by my team to businesses. My role is owning that go-to-market piece from the product house, be it a broadband product or mobile product, and taking it to the business channel.