Day1 1105 keith_schorah

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  • By combining customer insight data with existing client information such as financials and operational information, SynGro enables its clients to develop detailed insight into their client accounts and relationships with sufficient depth to build strategic and tactical actions.Such views enables clients to quickly understand the amount of risk they have in their business and prioritise actions to mitigate. NPS – we are not tied to NPS, we will use whatever industry measures you need. Click on graph to drill downHeineken – where CX meets FinancialCEO couldn’t understand value behind NPS hard to see where to invest in CXCombined financial and customer feedback CEO called the detractors “Customer Risk” see value drop off and churn value of each customerPromoters spend x 2.3 moreDetractors spend will decrease and drop offAway to keep eye on value to businessFocus on driving outcome. Though even the process of consulting customers helps.Helped focus on mobilisation of workforce and prioritisationHeineken found was the process to the resolution of the problem was what effected the customer score. So could focus in on the process and bring customers back on board.2.5x full time employees doing approx 2000 surveys a month78,000 outlets- on premise, off-premise, tradiontal trade (corner shops) and retails stores (supermarkets)Closed loop action and segmentation means that people who are locally responsible take steps when there is an issue. Empowers them to take control of their own fate – not just a stick to beat regional sales guys with from HQ.By combining customer insight data with existing client information such as financials and operational information, SynGro enables its clients to develop detailed insight into their accounts with sufficient depth to build strategic and tactical actions.Such views enables clients to quickly understand the amount of risk they have in their business and prioritise actions to mitigate.
  • Promoter aren't worth more than detractors forstoraenso. Commodity producer, price takers and not price makers. Risk that profits are spent on keeping customers. 2010 lots of surveys conducted: if detractors remain detractors, sales fall off a cliff. Stora Enso prioritised the detractors. Drive best operating practice – Understand why customers in each segment like you. How you deal with detractors effects customer value. Process of resolution alone is a boost.Detractor worth ¼ billion to StoraThey use SEAMS to for pattern analysis (9 moves to 7 etc) – need to set appropriate triggers and research what it means in each company/industry/sector when someone goes from 9-7 etc. A meaningful measure.Drive down to segment to understand which customer are worth focusing on and drive closed loops
  • Comparative analysisTop 5 things that are important to clients - key issues with respect to competitiveness, areas where costs can be safely cut etcBottom 10 where you can make savings/reduce focusWhat important to the clientMust be able to drill down to give you granularity to have valueThe top five priorities will be where there needs to be no cut – non-priorities is where costs can be cut.N = scores. CN – competition score.How to benchmark appropriately? Ask customer to rank similar company/next best competitor.What do Satmetrix do? Arbitrary comparison with outdated market research of ‘groupings’ e.g. Media Group may contain Skype, Virgin, BT etc…not direct comparison, and more importantly not the organic comparison a customer may make.
  • Day1 1105 keith_schorah

    1. 1. Quantifying the value of Customer Experience Confidential & Copyright © SynGro 2013
    2. 2. What is a Customer Experience Program? 2Confidential & Copyright © SynGro 2013 It is not paying “lip service”
    3. 3. A Customer Experience Program puts the customer at the centre of the business 3 Social Media Analytics & Reports Confidential & Copyright © SynGro 2013 Act Complaints Surveys Collate & Distribute Tactical: Case management Regular analysis Management rhythm Strategic: Pattern identification Root cause analysis Business improvement Best operating practice Listen Understand
    4. 4. Why bother? Confidential & Copyright © SynGro 2013 4 Complainer Detractor - Net Promoter Score Not satisfied – Customer Satisfaction Index Not easy to do business with – Customer Effort Score LEAD INDICATOR Reduced spend No ability to cross/up-sell Defection / churn Negative word of mouth
    5. 5. Show him the money! How to get your CEO to sit up and take notice 5Confidential & Copyright © SynGro 2013
    6. 6. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% mini plus mini typowy bliski plus bliski typowy diament market sam. plus market sam. typowy monopolowy wygodny Detractors Passives Promotors Customer feedback information is good Integrated with financial data, it is better DETRACTORS Segment A Segment B Segment C Segment D Segment E # of Customers Aver. Volume (HL) Aver. Turnover ($) Total Volume (HL) Total Turnover ($) Aver. % of discount Total EBIT 16 32 33 894 507 74 298 4 60 297 265 43 12 126 11 398 8 743 325 2 345 916 97 112 38 379 10 821 5 819 720 3 387 852 592 79 23 950 46 775 19 954 617 7 8 571 005 50 166 19 643 8 313 6 982 167 2 345 510 DETRACTORS POTENTIAL RISK # of Customers Aver. Volume (HL) Aver. Turnover ($) Total Volume (HL) Total Turnover ($) Total EBIT 1 227 1 213 90 975 1 488 351 111 626 325 13 395 159 A B C D E F G H I Promoters Passives Detractors 6 Risk and benefits case A B C D E Opportunity PROMOTERS POTENTIAL GAIN # of Customers Aver. Volume (HL) Aver. Turnover ($) Total Volume (HL) Total Turnover ($) Total EBIT 2 549 1 831 137 325 4 667 219 350 041 425 42 004 971 Confidential & Copyright © SynGro 2013
    7. 7. Sometimes you have to look for trends to identify the benefit 7 2010 NPS 2011/12 NPS Average Sales +25% to €3.54m Average Sales +16% to €3.28m Average Sales -36% to €1.81m Confidential & Copyright © SynGro 2013
    8. 8. Prioritise strategic actions based on the loyalty metric score and financial data 8 Acc Owner: Steven Thomas DDi: 44 23 344 0997 Email: sthomas@acme.co.uk Esc Manager: Paula Davies Revenue Profit Share of Wallet 2013 2012 2011 2013 2012 2011 2013 2012 2011 ACT BUD 26.3 VAR 24.3 +2.0 24.3 23.3 +1.0 21.7 22.3 -0.6 2.3 2.3 =0.0 3.3 3.5 -0.2 18.2% 22.0% -3.8% 23.2% 19.0% -4.2% 18.2% 22.0% -3.8% 3.6 4.1 -0.5 Confidential & Copyright © SynGro 2013
    9. 9. Prioritise strategic actions based on the loyalty metric score and financial data 9Confidential & Copyright © SynGro 2013
    10. 10. 10 Needs to indicate comparisons versus customers in a similar segment It is important to compare your performance with competitors against those issues that are most important to the customer Most important Least important Confidential & Copyright © SynGro 2013
    11. 11. Customer Analyse scores Call back customer reactions and analyse them Take action verbatims Analyse root causes Come up with actions and prioritize Implement structural Feedback improvements to employees Contact customer – act on low scores and share best practice from Promoter feedback Implement structural improvements based on closed loop feedback insights and other analyses Inner circle Outer circle More tactical More strategic Confidential & Copyright © SynGro 2013 11 improvements It is important to consider the processes that are supported by the data Based on Bain and Co methodology NPS, CSI get Measure Gather and customers Train employees based on facts from reports and customer case examples Best Operating Practices Business improvement projects Cross functional teams (Use financial data)
    12. 12. This implies front office and back office coordination…and the involvement of people 12Confidential & Copyright © SynGro 2013 Negotiation PerformanceAcceptance Preparation Let me help you address your concern Preparation Negotiation Acceptance Performance Preparation Negotiation Acceptance Performance • Infrastructure • Technology Performance Preparation Negotiation Acceptance Preparation Negotiation Acceptance Performance Aligning feedback and operational excellence enhances customer satisfaction and eliminates waste (cost savings) The mobilisation of people is aligned to feedback and CSat customer front line back office
    13. 13. Bringing the pieces together  Customer experience has 3 major parts – LISTEN, UNDERSTAND, ACT  Get the (loyalty) metrics right – Try them out, see what works  Link to financial performance – It’s not always obvious – Try different scenarios  Ensure front and back office work in harmony Confidential & Copyright © SynGro 2013 13 Your CEO will sit up and take notice
    14. 14. Confidential & Copyright © SynGro 2013 Keith Schorah CEO SynGro keith.schorah@syngro.com Thank you

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