Saudi Arabia’s telecommunications industry stands at a pivotal juncture, one shaped not just by infrastructure, but by rising expectations around service quality, innovation, and digital experience. As the Kingdom advances toward the goals of Vision 2030, telecom providers play a critical role in enabling digital transformation, economic diversification, and a more connected society.

Yet, the evolution of the sector is being defined not by coverage or pricing alone, but by how well providers understand and respond to the customer experience. From how users engage with mobile apps to the reasons they remain loyal, or choose to leave, the landscape is being reshaped by the quality of interaction across every touchpoint.

This article draws on a comprehensive survey of 600 respondents across the Kingdom to benchmark the leading telecom brands and understand what truly drives customer perception, satisfaction, and trust. The findings reveal both the strengths and the blind spots of a maturing sector: strong brand leaders, deep digital adoption, but persistent challenges in coverage, service consistency, and communicating innovation.

As telcos move from enabling connectivity to designing seamless experiences, their ability to listen, adapt, and build lasting trust will determine who leads the market and who risks falling behind.

The Market Hierarchy: Awareness, Usage, and Leadership

Saudi Arabia’s telecom sector is defined by a clear market leader. According to our survey, STC holds a dominant position in both brand awareness and usage. With 56% top-of-mind awareness, more than double that of Mobily at 25%, STC has firmly established itself as the most recognized provider in the Kingdom. This level of brand recall is not accidental. It reflects years of investment in infrastructure, consistent service delivery, and a strong presence across customer channels.

STC dominates top-of-mind (TOM) awareness in the KSA telecom market with 56% more than double the second Mobily’s 25%. This indicates strong brand equity and recall for STC, reinforcing its leadership position in consumer perception.

The same pattern is reflected in usage. Over half of the respondents (53%) report STC as their current provider, while Zain and Mobily trail behind at 25% and lower, respectively.

STC is the dominant telecom provider in KSA, used by over half of respondents (53%) followed by Zain at 25% 

What these numbers reveal is not just brand strength, but the inertia that comes with it. Customers are more likely to consider or stay with providers they perceive as reliable and dominant. For competitors to gain ground, they must offer a clearly differentiated experience, not just in product features but in how they engage and support their users across every touchpoint.

In this environment, the challenge is no longer just about visibility. It is about credibility, performance, and proving to customers that switching is worth the effort.

What Drives Loyalty and What Breaks It

In a market where service offerings are increasingly similar, the reasons customers stay or leave are rooted in experience, not just price. The survey results show that loyalty is built primarily on functional performance. Among those who recommend their provider, 60% cite good mobile internet speed and strong network coverage as the main reasons. Customer service follows closely, mentioned by 53% of promoters, while 51% highlight value for money.

Customer service quality is the top driver across all providers, suggesting that strong support helps Telco compete more effectiveley. Meanwhile, convenience of digital service appear less influential overall, indicating room for telecoms to better communicate value in those areas.

Retention has become even more critical under Saudi Arabia’s Mobile Number Portability (MNP) law, which allows customers to switch providers easily and at no cost while keeping their mobile number. This shift in power means customers are no longer locked in. If performance or value declines, leaving is frictionless.

The top reasons for switching providers reflect this reality. Poor network coverage is the most common cause of churn, cited by 41% of respondents. Dissatisfaction with pricing follows at 31%, and unmet needs from current plans account for 28%.

Poor network coverage is the leading cause of churn (41%), followed by value for money (31%) and unmet needs from existing plans (28%)

These findings reinforce a critical point. Loyalty in KSA’s telecom sector is not driven by emotion or novelty. It is earned through reliability, responsiveness, and value and must be maintained continuously. With switching barriers removed, the margin for error is slim.

To retain customers, providers must ensure their networks perform under pressure, their pricing is perceived as fair, and their support channels resolve issues quickly. In this environment, loyalty is a decision customers make every day.

Service Quality Takes the Lead Over Digital Convenience

While digital tools have transformed how customers interact with telecom providers, the survey shows that digital convenience is not yet the strongest influence on customer decisions. Instead, service quality stands out as the top driver across all providers. This includes both the responsiveness of support teams and the ease of resolving issues, which customers consistently prioritize over the appeal of apps or websites.

Promoters are primarily driven by strong functional performance: 60% cite good mobile internet speed and good network coverage. Customer service (53%) and value for money (51%) are also key

This may seem surprising in a market with high smartphone penetration and widespread digital adoption. However, it reflects a clear expectation: customers want to know that when something goes wrong, they will be supported quickly and effectively. Even the most advanced digital interfaces cannot compensate for poor service when problems arise.

At the same time, this presents an opportunity. While mobile applications have become the primary engagement channel, telcos still have room to improve how they communicate the value of their digital services. For many customers, especially those less familiar with self-service platforms, the benefits of apps are not always clear. Bridging this gap requires more than technical upgrades. It demands clear messaging, intuitive design, and consistent delivery of real benefits through digital touchpoints.

Providers that elevate their service quality and seamlessly embed it into their digital channels will gain a competitive edge. For now, service remains the foundation of customer trust, and digital convenience is still catching up.

Mobile Apps Are the Core of the Digital Experience

As customer behavior shifts further into digital spaces, mobile apps have become the primary gateway for telecom engagement in Saudi Arabia. The survey confirms this trend, with 79% of respondents reporting regular interaction with their provider through mobile applications. By contrast, only 43% use websites, and just 8% say they do not use digital channels at all.

Mobile applications dominate digital engagement, with 79% of users interacting through apps, compared to 43% via websites. Only 8% report no use of digital channels, indicating widespread digital adoption. This highlights the mobile app as the primary CX touchpoint and a key area for continuous investment and optimization.

These figures highlight the growing importance of mobile apps not just as a support tool, but as a core customer experience platform. From managing plans to resolving issues or exploring new products, the app is now the main stage where customer impressions are formed.

This reliance raises the stakes. An app that is slow, unintuitive, or inconsistent can quickly erode trust. On the other hand, an app that is fast, functional, and easy to use reinforces the perception of a modern, reliable provider. It becomes a daily proof point of the brand’s competence.

For telecom providers, this means the app is not a one-time project. It is a living product that requires constant optimization, regular updates, and user feedback loops. Performance, usability, and simplicity are non-negotiable.

To remain competitive, telcos must treat their apps as strategic assets that are not just part of the digital experience but help define it.

Digital Security Builds Confidence, Not Concern

Confidence in the security of online transactions is high among telecom users in Saudi Arabia. According to the survey, 88% of respondents feel confident or extremely confident when using their provider’s digital platforms. Only a small minority expressed neutrality, and negative sentiment is negligible.

Confidence in the security of online transactions is high, with 88% of respondents expressing confidence or extreme confidence. Only 11% remain neutral, and negative sentiment is negligible. This reflects strong user trust in digital service platforms, reinforcing the shift away from traditional methods.

This level of trust is a key strength for the sector. It signals that customers feel safe managing their services, making payments, and sharing personal data through digital channels. In a region where cybersecurity is a growing public concern, this trust gives telecom providers a valuable foundation on which to build deeper digital relationships.

The trust in security also reinforces the sector’s digital shift. As more services move online, and as apps become the dominant interface, confidence in security is now a precondition for engagement. Without it, adoption would stall. With it, telcos can explore more personalized, data-driven services that deliver value while respecting privacy.

Maintaining this trust requires ongoing investment in protection systems, but also transparency. Customers want to feel that their provider is not only secure, but also proactive in explaining how their data is handled and how risks are managed.

Branches Remain a Critical Part of the Customer Experience

Despite the widespread use of digital channels, physical branches continue to play a vital role in Saudi Arabia’s telecom landscape. The survey shows that 68% of respondents visited a branch within the past year, a clear indication that in-person service still matters even in a digitally mature market.

Despite the rise in digital adoption, 68% of respondents still report visiting physical branches. This suggests that in-person service remains a critical channel for complex transactions, trust-building, or issues requiring personal assistance, underscoring the need for seamless integration between digital and offline experiences

Branches are not used for everyday tasks, but they remain essential for complex transactions, resolving issues that digital channels cannot handle, and building trust in high-stakes interactions. For many customers, the ability to speak to someone face-to-face offers reassurance, especially when dealing with billing disputes, technical challenges, or changes to service plans.

This behavior signals that digital and physical channels are not interchangeable. Customers do not simply shift from one to the other. Instead, they expect both to be available and consistent. When branch experiences are disconnected from digital ones, or when one channel performs significantly better than the other, the result is frustration.

For telecom providers, this means branches still require investment, both in staff training and in the physical environment. Clean, efficient, and well-managed locations contribute directly to overall satisfaction. At the same time, integrating digital tools within branches can help shorten wait times, improve service flow, and connect the offline experience with the digital journey.

Innovation Needs to Be Seen, Not Just Delivered

Telecom providers in Saudi Arabia are widely perceived as innovation-aware, with 74% of respondents saying their provider either keeps up with market trends or leads in innovation. While this is a promising indicator, a closer look reveals a gap. Nearly one in four customers still view their provider as lagging or old-fashioned, suggesting that innovation efforts are not always visible or convincing.

While 74% of respondents view their provider as innovation-aware, either keeping up with trends (48%) or leading the market (26%), a minority (27%) still see their provider as lagging or “old school.” This suggests a perception gap that telecoms must address through visible innovation efforts and proactive communication.

This gap is not necessarily a sign of inaction. Many providers are actively investing in technology, expanding digital capabilities, and launching new services. But if these moves are not communicated clearly, customers may not recognize them as innovation.

In today’s market, perception matters as much as execution. Customers equate innovation not only with new features, but with ease of use, responsiveness, and continuous improvement. A new product or platform only reinforces a brand’s reputation if it is understood and experienced.

This is where telecoms need to become better storytellers. Highlighting innovation through real use cases, customer-facing improvements, and measurable benefits can strengthen the link between effort and recognition. Promoting internal advancements without a clear connection to customer value will not close the perception gap.

To lead in innovation, providers must not only evolve, but make that evolution visible, relevant, and consistent in the eyes of the customer.

Positive ESG Perceptions, But Shallow Engagement

Environmental, social, and governance (ESG) efforts are broadly acknowledged by telecom customers in Saudi Arabia. Over 70% of respondents agree that their provider contributes to society, minimizes harm to the environment, and upholds ethical standards. These are strong indicators of baseline credibility and alignment with broader societal values.

Across all three environmental aspects, contributing to society, minimizing harm to the environment, and upholding ethical standards, over 70% of respondents express agreement. However, “strong agreement” remains under 50% in each case, suggesting that while telcos are generally viewed positively, there is still room to build deeper credibility in sustainability commitments

However, the depth of conviction is limited. Fewer than half of respondents express strong agreement on any of these dimensions, suggesting that while ESG is generally viewed positively, it is not yet a defining feature of customer loyalty or brand trust.

This signals a missed opportunity. As Vision 2030 places growing emphasis on sustainability and ethical leadership, telecom providers have room to position their ESG work more effectively. Customers are open to valuing sustainability, but need clearer, more tangible demonstrations of impact.

To move from compliance to differentiation, ESG initiatives must be embedded into the customer experience not just reported in press releases or sustainability reports. That means showing how environmental efforts improve operations, how community programs affect people’s lives, and how ethical practices guide service delivery.

Credibility in ESG is now not earned through statements but built through action, transparency, and visibility.

Competing on Experience, Not Just Coverage

Saudi Arabia’s telecom sector is no longer competing solely on infrastructure or pricing. The new battleground is experience. As customers become more digitally connected and service-aware, expectations have shifted toward speed, reliability, and support that are delivered seamlessly across both digital and physical channels.

STC’s clear lead in brand strength and customer base reflects the rewards of sustained investment and consistent delivery. Yet, the same study reveals that no provider is immune to churn, and that loyalty is earned transaction by transaction. Poor coverage, unmet needs, or unclear value still prompt many customers to look elsewhere.

The sector also faces an emerging challenge. While mobile apps are now the core of customer interaction, service quality continues to carry more weight than convenience. And while trust in digital security is high, perceptions of innovation and ESG efforts remain fragile: acknowledged but not fully embraced.

This leaves telecom providers at a crossroads. Those that align functional performance with visible innovation, human service, and authentic social responsibility will not only meet today’s expectations but help shape the sector’s future.

In the race to lead, connection is no longer enough. Experience is what keeps customers loyal.

Survey Methodology

This article is based on a comprehensive consumer survey conducted across the Kingdom of Saudi Arabia. The study aimed to capture customer perceptions, behaviors, and experiences within the telecom sector to provide a reliable, data-driven view of market dynamics.

• Sample Size: 600 respondents across KSA
• Demographics: Inclusive of various age groups, genders, nationalities, and regional distributions
• Confidence Level: 95%, with a margin of error of 5%
• Focus Areas:
  • Customer satisfaction (CSAT) and Net Promoter Scores (NPS)
  • Awareness, adoption, and churn across major telecom providers
  • Drivers of loyalty and dissatisfaction
  • Digital engagement patterns and mobile app usage
  • Perceptions of innovation, security, and ESG commitments

The findings presented reflect current customer sentiment and provide actionable insights for telecom providers navigating a rapidly evolving landscape.