BT 2006 Annual Report Download - page 7

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between fixed and mobile lines depending on where they are.
And in the wholesale market, we are one of the first companies
in Europe to offer a broadcast digital TV and radio service via
mobile handsets, BT Movio.
MAXIMISE THE RETURN FROM OUR TRADITIONAL BUSINESS
The number of fixed-voice calls is no longer the best guide to
the success of a telecommunications company as we encourage
our customers to take up non-voice and subscription-based
packages. At 31 March 2006, 67% of call revenue in the
consumer market was under contract. We continue to develop
and enhance our traditional services to make them more
attractive to customers, as the success of BT Together and BT
Privacy has demonstrated.
In our traditional markets, as in the rest of our business, we
are committed to working smarter – avoiding the costs of failure
and duplication – and ever more cost effectively through using
the internet. For example, over two million customers now
receive e-bills.
TRANSFORM OUR NETWORKS, SYSTEMS AND SERVICES FOR THE
TWENTY-FIRST CENTURY
Our twenty-first century network (21CN) programme is further
evidence of our ambitions. It is a massive investment in the
UK’s infrastructure and in the UK’s continued competitiveness
in world markets. Based on IP technology, it is designed to
ensure that the delivery of the next generation of converged
services is rapid and cost efficient.
CREATE LONG-TERM PARTNERSHIPS WITH OUR CUSTOMERS
We never take our customers for granted. Nothing is more
important than building successful, innovative, mutually-
rewarding relationships with them. In recent years, we have
focused in particular on driving down levels of customer
dissatisfaction. The emphasis now is increasingly on improving
customer satisfaction. In the 2006 financial year, we achieved a
3% increase in the number of customers reporting that they are
‘very satisfied’ or ‘extremely satisfied’ with the services they
receive from BT.
Because the quality of service we offer customers is key to
their satisfaction levels, much of our investment in training and
development is directed towards developing a truly customer-
centric culture in BT.
OUR PEOPLE
BT is a people business, not a technology business.
Recruiting, developing, rewarding and retaining the right
people is critical. Another ‘must do’ is celebrating the power of
diversity, ensuring that our people reflect the customers we
serve.
A people business only really fires on all cylinders when its
top team is on top of its game, which is why we have rigorously
defined the capabilities we expect of leaders in this business
and developed programmes to help them become even more
customer focused.
Achieving our ambitions depends as much on the quality and
commitment of our people as on world-class products and
services, on technology and on a clear strategy. People
understand how technology can add value to their customers’
lives and people deliver strategies. People not only know what a
business stands for, but they also embody its values. I’d like to
thank BT people for their commitment, imagination and
dedication to our customers. In my view, they are truly
inspirational.
Ben Verwaayen
Chief Executive
17 May 2006
Chief Executive’s statement BT Group plc Annual Report and Form 20-F 2006 5