I recently participated in a focus group with marketing directors from several Independent operating carriers. Our goal was to discuss and brainstorm how carriers need to adapt in these competitive times and become more market-focused. A common theme surfaced concerning the efforts of these marketing “champions” to get all departments in their companies to rally around the adaptation challenge. Some were having more success than others, but there was a clear sense of frustration.

Such a challenge exists in many organizations, telco or otherwise. Getting the silos within a company to move in synch is the subject of many books and lectures by leading business consultants — and probably always will be. But for small telcos, the stakes may be higher as the industry moves from a monopolistic marketplace to a competitive one.

The focus group discussed how to coordinate a telco's marketing efforts with its customer service operation. Specifically, marketers have experienced challenges in getting customer service departments to embrace the idea of transitioning their approach from “order-takers” to sales and marketing agents. Indeed, in competitive environments, all employees are marketers of their company's products, services and values. That responsibility increases for customer service representatives because of their frequent contact with customers.

Telcos would be wise to examine their customer service operations and regularly measure their effectiveness in both meeting customers' needs and in up-selling their products and services. Small changes in customer service often can result in dramatic improvement in a telco's marketing effectiveness and success. It requires a true team effort, with marketing and customer service moving in lockstep.

As this industry continues to evolve, the importance of effective marketing will deepen. Regulatory reform for Universal Service Fund and intercarrier compensation may negatively affect regulated revenues, compelling carriers to make up the difference through a more coordinated sales and marketing effort.

In addition, as market demand for broadband and triple-play services begins to mature, marketing's role will increase. Marketers will be challenged to continually develop plans that improve their companies' penetration rates and increase average revenue per user, as well as reduce churn.

These efforts can't be successful in a vacuum. It will take a coordinated effort, where all departments of a telco understand and recognize the stakes and collectively work to achieve company sales and marketing objectives. Many telcos already are operating with this challenge in mind. Others would be wise to join them.

Bernie Arnason is managing partner with Pivot Media and can be reached at bernie@pivot-media.com.