The Evolving Identity of CVM Roles
The CVM role is multifaceted and often carries various titles. Common titles include Customer Value Manager, Customer Base Manager, Customer Relationship Manager, and Customer Retention Manager. Other variations include Customer Lifecycle Manager, Customer Engagement Manager, High-Value Customers Manager, Prepaid/Postpaid Manager, Mass Segment Manager, Customer Products and Services Manager, and Product Marketing Manager. This diversity reflects the cross-functional nature of CVM but leads to a lack of standardization.
The emergence of these different titles has happened organically. As CVM responsibilities differ across organizations, so do the job titles. Each title highlights specific facets of the role, emphasizing the wide range of functions within CVM. However, this inconsistency can cause confusion within the industry. For example, a CVM manager in one telecom might focus just on customer retention, while in another they might handle customer segmentation, pricing, and targeted marketing campaigns.
Recognizing this issue, one of the objectives of this Customer Value Management Body of Knowledge (CVMBOK) is to establish industry-wide standards.
By creating a common framework, we aim to unify the understanding of CVM roles and responsibilities. And although it’s essential to acknowledge that organizations approach CVM differently, adopting standardized titles can enhance clarity.
Using the words “Customer Value” or “Customer Value Management” as a standardized prefix is a pragmatic solution. Titles could range from “VP Customer Value Management” to “Customer Value Management Director, Leader, Specialist,” depending on the level of responsibility. These designations clarify the function’s focus on driving customer value rather than just sales, marketing, or retention alone. For example, a telecom that adopts the title Customer Value Analyst signals a focus on both internal data analytics and the end-to-end customer experience.
Standardizing titles is more than semantics; it fosters a shared language that enables collaboration and knowledge sharing across the telecom industry. As we work towards establishing these standards, we acknowledge the evolving identity of CVM roles. Bringing clarity and cohesion to this critical function is essential for achieving our mission of making CVM professionals famous.
Selecting the Right Talent: The Key to Customer Value Management Success
According to the CVM Trends 2025 report, about 50 percent of CVM teams cannot demonstrate a meaningful contribution to their organization’s revenue growth (see Figure 2.3). This concerning statistic prompts a closer examination of the underlying causes.
Figure 2.3: CVM’s Contribution to an Organization’s Revenue Growth
CVM teams often point to technical issues that limit their success: poor data quality, lack of a unified customer view, limited omnichannel capabilities, and long development times for new ML models or offers. While these challenges are genuine, they are often not the primary reason for limited impact. The core issue usually lies elsewhere.
The true determinant of CVM success is hiring the right professionals and providing them with the necessary mandates and C-level support. Because the CVM role is exceptionally dynamic and complex, it requires a unique blend of skills to navigate its multifaceted nature effectively.
Skills Needed to Be a Successful Customer Value Management Professional
Based on CVM Trends 2025 research, 75 percent of CVM professionals spend at least half of their time on ad-hoc tasks due to the highly dynamic environment (see Figure 2.4). For example, they might need to react quickly when a competitor launches a new data plan, adjust strategies when introducing a new service, fix a failed campaign’s communication, or address sudden increases in churn. These unexpected challenges demand immediate attention and agile responses.
Figure 2.4: Time Spent on Strategic Initiatives vs. Ad-hoc Activities
In addition, CVM teams must collaborate with over twenty different functions within the organization. They need to be technically savvy to create effective campaigns, discuss technical integrations, and stay updated on the latest digital trends. Strong analytical skills are essential for conducting raw data analysis and generating insightful reports. Figure 2.5 shows where typical CVM teams spend most of their time.
Given these complexities, selecting the right talent for CVM roles is crucial. While specific requirements may vary, several key qualities consistently enable professionals to excel in CVM.
- Broad professional experience: CVM professionals need to think strategically while managing operational details. Balancing long-term objectives with immediate tasks ensures that daily actions contribute to overarching goals. Seasoned professionals bring valuable knowledge and insights that help navigate these complexities. Their experience allows them to anticipate challenges and devise effective strategies. Amit Khanna, Marketing Consultant at MTN Ivory Coast, explains this:
- Flexibility and agility: Every day in CVM brings new challenges, many beyond one’s control. For example, if a telecom faces an unexpected network outage, the CVM professional must quickly adjust customer communications to manage expectations. This role will be by design extremely dynamic. For this reason, CVM professionals must be capable of adapting swiftly to changing business contexts and needs.
- An entrepreneurial mindset: Successful CVM professionals think like startup CEOs of their domain. They focus on business impact, prioritizing customer needs, and overcoming obstacles to achieve results. This entrepreneurial approach drives innovation and effectiveness. As Amit Khanna, Marketing Consultant at MTN Ivory Coast, emphasizes:
- High energy and strong project management skill: CVMs are like conductors orchestrating a symphony. They must align and empower multiple functions within the organization to achieve their goals. This level of coordination requires substantial energy and capacity to achieve results not through authority but through influence. Without strong project management skills, CVM professionals will not be able to achieve the impact they need.
- Technical and analytical savvy: A strong grasp of technology and analytics is essential. CVM professionals must understand the nitty gritty of campaign automation, data analysis, and digital trends to make informed decisions and drive performance. As Silvia Gomez Dominguez, Senior Director, Customer Solutions, notes:
As Tommy Wahyudi, VP – Head of CVM Data Growth Strategy at Indosat Ooredoo, highlights:
By hiring professionals who possess these qualities and providing them strong C-level support, telecoms can unlock the full potential of CVM. This approach ensures that CVM teams can navigate the dynamic landscape, collaborate effectively across functions, and drive significant business impact.
Previous: CVM KPIs
