10
+46%
$2,888m
Telecomunications
top riser badge
It’s not in Telus’ DNA to get in line with industry trends and norms. The telecom trailblazer is reshaping consumer expectations as a result, and unlike industry leaders Bell and Rogers, Telus has taken a much different tack with its customer service and actually put the customer at the center of what they do. Telus’ customer centric approach is clearly defined internally through its strategic imperatives and company values. But it is through its actions and customer experience that Telus separates itself. With an active presence on Twitter, Facebook and other social media, Telus not only responds to live customer posts, but logs that information and uses to drive innovation and build new offerings. Telus takes every opportunity to involve the customer and tailor the experience to build relevance. And the results are clear. At the end of 2013, Telus became the second largest wireless carrier in terms of total subscribers surpassing Bell. With all of their success and growth, we must ask, what’s next? Compared to Rogers and Bell, Telus is missing national cable service and media content. Does Telus go the expected route and acquire a company like Shaw or Corus Entertainment? Or do they acquire a deeper understanding of how people want to consume media and create a visionary new model of a Canadian telecom? Our gut says the latter.
Percentage change based on 2012 valuation