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mediatechnologyandtelecoms
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# Vodafone makes a connection in Turkey
## Serpil Timuray tells Rupert Neate that the mobile phone giant now
understands its customers in the country
6:49PM GMT 31 Oct 2010
[Comments][1]
"Disaster". That's how Vodafone's chief executive described the company's
Turkish business last year. Now Turkey is Vodafone's fastest growing country -
a turnaround credited to one woman and the most bizarre of superheroes.
![Serpil Timuray, chief executive of Vodafone Turkey][2]
Serpil Timuray, chief executive of Vodafone Turkey
"He's called 'the red' and he comes and saves customers from difficult
situations," says Serpil Timuray, chief executive of Vodafone Turkey, of the
company's advertising star - named after Vodafone's corporate colour. "The
customer starts calling for 'the red' - he is a hero."
The advertising campaign, which features 'the red' saving customers stranded
without mobile reception and even intervenes in tricky break-up dates, has
proved phenomenally popular in Turkey, with playgrounds full of kids acting
out scenes from the commercials.
"People have been creating their own videos of 'the red'. They are all over
the internet. It's gone viral," says Timuray, who can barely contain her
delight as she reels through clip after clip of 'the red's' antics. "I turned
on the TV one day and a very famous comedy sketch show [similar to The Fast
Show] had a sketch about 'the red'."
It is all very different from the scene that greeted Timuray when she joined
Vodafone in January 2009. "The brand was a negative," she says, because it was
seen as aloof and out of tune with Turkey.
Timuray says Turkish consumers were "hugely excited" when Vodafone bought
local operator Telsim for $4.55bn (£2.9bn) in December 2005 because they
thought the mobile giant's global brand would translate into better service.
However, a chronic lack of investment meant many were left disappointed.
"Turks are not tolerant of poor service. They are probably some of the most
demanding people when it comes to technology. If you go to the UK you can go
to a rural area and have no coverage and people accept that as normal, whereas
Turks have a very high demand for quality - they want coverage even if they
are two floors underground.
"Vodafone created a lot of excitement being a new challenger, so new
customers, mainly from the number one operator [Turkcell], tried the brand,
but they were used to a level of customer service [Vodafone] couldn't
provide."
Timuray, who was poached from the top job at Danone Turkey, says Vodafone was
"really rapidly losing customers" - the operator's market share dropped from
23.9pc to 18.6pc over the five quarters prior to her appointment. Over the
same period, revenue dropped 19.9pc, which led Vittorio Colao, Vodafone's
chief executive, to brand Turkey a "disaster". "We found [Telsim] was a
bonfire, not a real win," he said last year, adding that customers signed up
for Vodafone's special deals only to defect back to the country's "formidable"
Turkcell.
Turkey was in such a sorry state that Vodafone wrote down its value by £2.25bn
- almost the full amount it paid for the operator just four-and-a-half years
earlier.
Timuray says the business was in "crisis" because it failed to understand the
vagaries of the Turkish consumer. "The market was very competitive and complex
and we had underestimated the lack of investment in the company," she says.
"But when a company is in crisis you have two options: to fix it or to let it
go."
Vodafone committed to Turkey by pumping in €750m (£650m) to improve reception
in cities, which had poor coverage due to Telsim's origins as a provider for
rural areas.
At the same time, Timuray went to work repositioning Vodafone as the
consumer's friend.
"Telecoms in Turkey is seen as an untransparent market," she says. "The
operators usually seem to be companies looking for ways to charge the customer
as much as possible and make the industry seem very complicated so that
customers can't get the best deals."
Vodafone Turkey's number one goal is to improve customer satisfaction, and
every manager working for the company has signed a declaration to that effect
in the lobby of the company's Istanbul headquarters.
It is paying off. The company's revenues rose 24pc in the second quarter,
compared with a 4pc increase in the overall market.
"We have acknowledged that we are a service company, which was a big change in
mindset from being a technology company," she says. "It is about being human
in the end. And it is the personal touch that matters."
Does that apply to the chief executive? "They [customers] know my email," she
says. "Every day I probably have two or three, it's not that many, but they
are real customers."
She personally responds to every email, almost instantaneously. She claims her
"CrackBerry" addiction doesn't annoy her husband or ruin her social life, but
she "can't remember a time" it wasn't by her side.
"Don't imagine me sitting there in restaurants with my BlackBerry out. It is
there, but only in case someone needs me," she says.
It's still the first thing she touches in the morning and the last thing she
checks at night. A trait she shares with Colao, who calls her about three
times a month. "Vittorio is very non-hierarchical. If he has a question he
would directly call the chief executive [of the operator country]," she says.
"He would ask some metric in order to sanity check that things were going OK
but never did I feel any pressure after hanging up the phone. Even in the
darkest days.
"From my very first day I felt at home. I have been Vodafone-ised."
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