Context
Postpaid is the most strategic battleground in Indonesian telco: higher ARPU, lower churn, and a marker of customer base quality. Indosat Ooredoo Hutchison commissioned a postpaid sales & GTM strategy for the 2026 planning year.
Challenge
- Postpaid growth was running below market potential while competitors fought over the same high-value segments.
- Channel strategy — retail, direct, telesales, digital — needed recalibration: which channel for which segment, and with what acquisition economics.
- The 2026 plan had to hold together from the C-suite down to channel execution — not a strategy deck that stops in the meeting room.
Approach
- End-to-end diagnosis of the postpaid funnel — from awareness through activation and retention, identifying the largest leakage points per channel.
- Recalibrated channel & segment strategy — mapping specialty market segments and assigning each the acquisition channel with the healthiest unit economics.
- Direct collaboration with VPs and C-level to lock the strategy into the 2026 workplan and targets — making sure it had an owner, a budget, and KPIs.
A foundation of 10+ years at Indosat and Hutchison Tri made the diagnosis fast: we know where the leaks usually are, because we managed those channels ourselves.
Impact
- +18% growth in postpaid products, measured six months after implementation.
- A 2026 postpaid sales & GTM strategy adopted into official planning.
- Cross-functional alignment — from C-level strategy down to channel-level targets.