Rogers 2014 Annual Report Download - page 6

A message from
THE PRESIDENT AND CEO
A MESSAGE FROM THE PRESIDENT AND CEO
Our Rogers 3.0 plan is built on seven core pillars.
We’ll explore these and our progress in more detail later
in this report. These pillars are:
Be a Strong Canadian Growth Company
This is all about re-accelerating Rogers’ growth, especially
relative to our peers. While Rogers’ growth has slowed
in recent years, I believe we can return to growth again.
It’s not going to happen in weeks, or even months; it’s going
to happen over a series of quarters. In 2014, we laid a firm
foundation and began to execute under our Rogers 3.0 plan.
Overhaul the Customer Experience
If there’s one thing I heard loud and clear from our customers,
it’s that we need to improve the customer experience.
This is a key part of our Rogers 3.0 plan but it will take time.
We’ll start by creating a much more consistent experience
for our customers whether it’s on the phone, in the store,
in the home or online. In 2014 we started by creating one
single Customer Experience team reporting directly to me.
We are starting to make strides in this area. Rogers’ customer
complaints are down more than 30% from last year in the
CCTS (Commissioner for Complaints for Telecommunications
Services) annual report.
Drive Growth in the Business Market
Enterprise will be a key part of our growth story. It holds
significant untapped opportunities and our assets uniquely
position us to succeed, yet we are currently under-indexed
in this growing portion of the market. In 2014 we brought
previously separate enterprise-serving teams together.
This single unit has a full array of business-focused solutions
from across Rogers’ various product sets, greatly enhancing
our ability to attract and serve business customers.
Invest In and Develop our People
We will make sure that our employees have the right training,
development and work environment. Taking care of our
people has always been central at Rogers, but the truth is
that we haven’t been investing suciently in their training and
tools; this is particularly true with front-line and customer-
facing sta. However, things are changing and we’re clearly
on the right track. In November, Rogers was recognized as
one of Canada’s Top 100 Employers under an annual survey
of 3,250 companies.
Deliver Compelling Content Everywhere
Rogers has an exceptional and enviable stable of content,
but we need to better leverage these assets to continue
creating dierentiation and compelling customer value
propositions across the company. In 2014, we had some
early successes in delivering compelling content everywhere:
we launched Rogers NHL GameCentre Live, shomi, our
online video product, and announced our joint agreement
with VICE Media.
Focus on Innovation and Network Leadership
Rogers has always led the industry in innovation and our
wireless and broadband networks are some of the most
advanced in the world. We will double down on innovation,
by providing more ”oxygen” to fewer but higher impact
projects already well underway. We are known for deploying
FELLOW SHAREHOLDERS,
Priority one as I settled into the CEO role was to undertake
extensive information gathering and begin building the
foundations for our new strategy. I spent much of the first
three months of 2014 crisscrossing the country meeting
with and listening to employees, customers and external
stakeholders, including suppliers, regulators, politicians
and investors.
People were eager to speak, and this “Listening Tour”
gave me an opportunity to hear the thoughts of many
stakeholders. There were many positives. Rogers has much
strength to build upon. We have enviable assets such as
considerable spectrum holdings, broadband networks,
great media content, a motivated and innovative workforce,
a strong balance sheet and cash flow, and a track record of
growing shareholder returns.
I also listened as people described our challenges. I heard
that our customer service needed to be improved and that
our processes and procedures were in many instances
unnecessarily complicated. I heard that we lacked a clear
vision and accountabilities were often missing within the
organization, that our go-to-market discipline was wanting,
product dierentiation was not compelling, brand identities
and advertising weren’t as clear and eective as they could
be, and employee training and tools needed to be enhanced.
The thousands of ideas and suggestions gained from
this “Listening Tour” were then distilled down to form the
overarching priorities which I finalized and shared with
Rogers’ Board of Directors late in the spring. Rogers 3.0 is
a multi-year plan that will significantly enhance customer
experience, simplify and increase accountability across the
business, improve our agility, and re-accelerate growth in
revenue and cash flows relative to our competitors. Rogers
3.0 is now up and running, and gaining momentum.
2 ROGERS COMMUNICATIONS INC. 2014 ANNUAL REPORT