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Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC
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Turning Consumer Insight and Best Practices into Marketing Action - BMA-KC

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In this presentation to the Business Marketing Association of Kansas City (http://www.bmakc.org) Roberta O’Keith of GE reviews GE’s consumer insights approach and process as well as review two …

In this presentation to the Business Marketing Association of Kansas City (http://www.bmakc.org) Roberta O’Keith of GE reviews GE’s consumer insights approach and process as well as review two specific business case uses regarding consumer need’s based segmentation research as well as voice of customer (VOC) surveys and turning the findings and results of both into marketing action.

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  • Identify external trends and influencesAnalyze market, competitors, and customersCollect and manage knowledge and dataRecommend strategic directionsDevelop business case, secure sponsorship, and select teamDevelop hypothesis and research planConduct market research and develop solutions and targeting toolsValidate solutions, profile customers and develop customer insightsSelect and prioritize segments and communicate outcomesAlign business model and portfolioInnovate and create solutionsDefine positioning and create/validate value propsImplement and realize value-based pricingOptimize customer experience through aligning organizationDevelop channel and sales strategyLaunch external programs/education and communicationsMeasure and improve performance to drive changeBuild GE brand at critical touch pointsDevelop breakthrough advertising campaigns
  • Transcript

    • 1. Voice of the Customer B2B GE Air Filtration –Insights to Action Best Practice CX Tool
    • 2. g
    • 3. Presentation Goal • Get a basic understanding of how you can use market research and the insights gained to implement small changes within your organization
    • 4. Presentation Agenda • Review GE’s Customer Insights Approach and Process • Business Case Example: GE Air Filtration; Using Needs-Based Segmentation Research to take Action • Business Case Example: GE Air Filtration; Using a VOC Business Survey to take Action • Summary
    • 5. GE Air Filtration Strategy • Helps customers achieve air quality and plant performance goals with products and solutions for Gas Turbine Inlet Filtration and Industrial Filtration. • With more than 40 years in air quality management expertise to serve our customers, Air Filtration is committed to improving power plant performance and helping the world’s infrastructures run cleaner, smarter and more efficiently. Products • Gas Turbine Inlet Systems • Gas Turbine Inlet Filters • Bags & Cages • Pleated Filters • Membrane Technology • Performance Fabrics & Micro Filtration • Baghouse Accessories & Replacement Parts • Acoustic & Impulse Cleaning Systems
    • 6. Gas Turbine Inlet Systems & Filtration Industrial Filtration Filtration Membrane & Media •2006 – Acquired Altair Filter Technology Ltd. •Legacy of O&G offshore/marine, 2008 began PG offerings •Asia, Europe, MEA, Latin America, North America •2004 – Acquired BHA Group •Air pollution control, product collection–utilities, mining, metals, food & beverage, pharma, petrochemical, non- conventional fuels •Strong N. America franchise, growing Latin America •2004 – Acquired BHA Group •ePTFE membrane for air pollution control, microfiltration, automotive, military, outdoor fabrics •Asia, Europe, North America 6 GE Air Filtration
    • 7. Our Foundation Search & Connect Inquiry to Order Order to Remittance Post Delivery
    • 8. Market Knowledge Segmentation & Targeting Value Creation Go-To-Market Process Basic Go To Market Process Commercial Activation • Market Trends • Competitive Landscape • Customer Needs • Segment Profiling • Customer preferences • Value Proposition • Go to Market Plan • Competitive Positioning • Pricing • Marketing Execution • Branding
    • 9. Segmentation 1. Needs Based Segmentation Research Objective: Understand what drives our customer to purchase our products and what are their key needs
    • 10. Segmentation answers the critical questions …  What do our customers ‘look like’? Key characteristics…  What are their key needs?  What drives their purchase decision?
    • 11. Tagging your customer database can help you understand: • Who are our most profitable customers? • How many more prospects look like them? How can you better serve them? Resource targeting  Leads, rep activity, approval, servicing Solution tailoring  Price, distribution, communication /advertising  Products, Services, Innovation How to use Segmentation in your business…
    • 12. Segmentation Study Results • Clear Segment Needs/ Behaviors emerged • Developed detailed segment profiles that included; top influences, key purchase drivers, suggested solutions, and talking points
    • 13. Gathering Customer Insights – Phase 2 1. Needs Based Segmentation Research 2. Operational Business Survey Sales Aids & Marketing Tools More Targeted Value Propositions NPI Support Business Process Improvements Customer Journey Map Resulted in: Objective: To define what customers expected out of a supplier across and establish baselines Objective: Understand what drives our customer to purchase our products and what are their key needs
    • 14. 1. Baseline - Establish a baseline 2. Customer Care – Quantifiable definitions related to responsiveness and customer expectations 3. Retention – Identify actions to keep customers longer and drive more profitable business 4. Win-Back – Identify customers leave suppliers 5. Competitive Intel – Gain pertinent intel and benchmarking Survey Objectives & Goals
    • 15. Responsiveness A. Customers expect 24 hour turnaround from their supplier on any question or issue they may have B. Customers expect to get a live person every time they call a suppliers C. Customers expect order status information when they call Customer Retention/ Win-back A. Customers leave their suppliers primarily due to better pricing from another B. Customers leave their current supplier due to a poor customer experience Survey Hypothesis
    • 16. 1. Validation of Key Purchase Drivers (rate) 2. How are we rated against our competitors on those KPD’s 3. Retention Drivers 4. Win-back 5. Competitive Intel Quality • Product • Service Price Customer Experience • Quote • Order • Delivery • Service • Technical Support • Billing/ Invoicing Brand/ Reputation • Familiarity • Consideration Topics: Related to: Survey Categories
    • 17. Validated Key Purchase Drivers 73% 72% 58% 57% 55% 50% 46% 44% 41% 37% 33% 33% 28% 27% 26% 26% 20% 23% 35% 30% 34% 37% 36% 37% 40% 44% 37% 37% 36% 37% 37% 38% 5% 4% 10% 8% 11% 16% 15% 17% 17% 23% 25% 27% 26% 28% 26% 5% Quality Delivery Responsiveness ROI Tech Support Product Perf Guaranty Supplier Reputation Customer Service Sales Support Quote Cycle Time Single Point of Contact Low Purchase Price Web Capabilities Flexible Warranty Terms Supplier used for a long time Local inventory Very important Somewhat important Neither Somewhat unimportant Very unimportant
    • 18. Responsiveness A. Customers expect 24 hour turnaround from their supplier on any question or issue they may have B. Customers expect to get a live person every time they call a suppliers C. Customers expect order status information when they call Customer Retention/ Win-back A. Customers leave their suppliers primarily due to better pricing from another B. Customers leave their current supplier due to a poor customer experience Survey Hypothesis
    • 19. Responsiveness  Customers expect 24 hour turnaround from their supplier on any question or issue they may have  Customers expect to get a live person every time they call a suppliers Customer Retention/ Win-back  Customers leave their suppliers primarily due to better pricing from another  Customers leave their current supplier due to a poor customer experience Operational Business Survey Summary Quotes – expect 24 hour turn Delivery – expect 2 weeks or less Cust Serv – want answer in < 24 hrs Tech Support – want answer on the phone Price – 63% leave due to price Cust Serv – 49% of IF customers leave because of customer service issues Product Quality – 53% of GTI customers leave due to poor quality Customers Expect Retention Drivers
    • 20. Resulted In: • Business Metrics • Cost out = Competitiveness • Process Improvements • Product Quality Improvements Survey Results and Actions
    • 21. Customer Insights Project Summary 1. Needs Based Segmentation Research 2. Operational Business Survey Sales Aids & Marketing Tools More Targeted Value Propositions NPI Support Business Process Improvements Customer Journey Map Resulted in: Objective: To define what customers expected out of a supplier across Objective: Understand what drives our customer to purchase our products and what are their key needs Established baseline metrics Better understanding of our competitors offerings Identified win-back opportunities Resulted in:
    • 22. Summary: Taking Insights into Action Insights From: Market Research Various VOC NPS Data Performance Metrics Business Process Improvements Corporate Priorities = Overall Improved Customer Experience Drives Evidenced by a 68% increase in TNPS score over ‘11
    • 23. Voice of the Customer B2B Roberta O’Keith, CXPA Board Member (816) 313-4804 work (913) 221-5214 cell Roberta.o’keith@ge.com rokeith70@yahoo.com CX Tool

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