But how does the customer know you are good?

This raises a question. What use are the company's investments and strengths if customers do not take them into account in their decision?

The operator can talk about coverage, new masts, 5G and investments running into millions.

But the customer wants to know something much simpler.

Does the internet work in my home? Do I get signal at my summer house? Will the video call hold up when I work from a rural home office?

A national coverage percentage does not necessarily answer any of these questions.

Perhaps there is no need to talk more about how good the network is, but to give the person a way to verify it themselves?

That would change the entire sales conversation. Instead of an advertising promise, the person would get something they can truly believe.

The company's service was rated highly in an independent survey. At the same time, we found stories in public customer experiences about unresolved problems, delayed installations and technicians who did not arrive at the agreed time.

These examples do not prove that the service as a whole is bad. But they raise the question of whether the problem appears where one person or department hands the customer over to the next.

Perhaps the customer service representative is very good, but the customer's problem still remains unsolved.

Sometimes trust built with millions of euros can be lost because a technician did not show up at the door at the agreed time.

And later, the customer does not tell friends about the network investments. They talk about that technician.

There is one particularly interesting opportunity in the telecom business.

When a person knows the company mainly as the cheaper operator, they will also compare the next offer primarily on price.

But what if the company's actual strengths are much broader? Good service, flexibility, a working network and the ability to solve customer problems faster.

If customers do not see or believe these, the company may be forced to offer discounts even when it has reason to ask a fair price.

For example, if 50,000 customers paid one euro more per month on average, that would mean €600,000 in additional annual revenue.

This is an illustrative calculation, not the company's actual sales potential. But it shows why even a small change in the customer's decision can be a big business.

I would not start with a new campaign or slogan.

We would take one concrete customer decision. For example, someone considering switching operators but doubting network quality.

We would study what the company's people see as their strengths, what customers actually fear and what public information says about the company.

Then we would try one change in real sales. For example, a way to check network suitability in the location that matters to that particular customer, instead of relying only on a general coverage map.

We would see whether such proof helps more people reach a decision and reduces the need to compete on price.

The same logic could be applied in service and with business customers, but we would start with one concrete problem.

A company can actually be better than the market believes. But that alone is not enough.

If a person does not see your strength, cannot value it for themselves or does not believe your promise, part of the work done simply goes unused.

Perhaps there is no need to talk more about how good you are. What is needed is a way for the customer to verify it themselves.

And then you do not have to win every next customer on price alone.