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Integron Customer Heartbeat Brochure

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“This is not just a tool. This is 100% engineered and designed for satisfaction surveys. Over 15 years experience in research comes together in Customer Heartbeat” …

“This is not just a tool. This is 100% engineered and designed for satisfaction surveys. Over 15 years experience in research comes together in Customer Heartbeat”
The online Customer Performance Intelligence Dashboard provides:

Ability to scale to a one-to-one level
Determine the strengths of the organization with a priorities matrix
Preview by segment, regions, account type
Preview by Success Factor & Indicator Questions
Both visual marked survey answers & a converted quantitative result.
An individual face to customers, markets, sectors, performance areas, & departments.
Reporting across department teams is synergized – focuses on “Continuous Improvement actions”
Ease for reporting with ISO & other quality agencies.


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Transcript

  • 1. Improve through Reflection Customer Heartbeat ® Online customer performance intelligence dashboard
  • 2. Improve through Reflection ACTIVATING CUSTOMER INFORMATION, MAKING RESEARCH PAY OFF Customer satisfaction surveys map what customers expect and how satisfied they are with, and how loyal they are to, your organization and competing organizations. They do not yield results that stand by them- selves. It is also important to realize that customers are real people. In- formation on contacts in your customer organizations is more than cold data or average scores. The online performance intelligence dashboard provides an individual face to customers. This is not just important to you, but also to important officials, such as the Management Board and sales management, department management like customer service, lo- gistics and account management.
  • 3. CUSTOMER INTELLIGENCE The results of your survey are shown in the online customer performance intelli- gence dashboard. You can perform analyses and actions at the general satisfaction level down to the level of the individual customer. The following impressions give some concrete examples. HOW SATISFIED ARE CUSTOMERS? We have found that 29% of all customers are very dissatisfied and 35% very satis- fied. Clicking on the parts of the diagram immediately shows the profile of these customers. In this way, you can formulate policies for dissatisfied customers and ambassadors. Who takes what action to thank the customer for his satisfaction, who will make sure that customer satisfaction levels improve?
  • 4. Improve through Reflection WHICH SEGMENTS ARE MORE AND LESS SATISFIED? Clicking the red part of the diagram (very dissatisfied customers) shows that C customers in particular are dissatisfied.
  • 5. WHAT ACTION POINTS DO CUSTOMERS SEE? The display shows action points for the entire or- ganization, but also for each customer segment. For instance by organization segment criteria like region and country, or customer seg- ment criteria like customer size (A, B or C customers). The dissatisfaction of C cus- tomers in relation to the ten main expectations mainly refers to the quality of the product (40% of customers indicate that it should be better), delivery of the com- plete order (47% potential for improvement), and the office staff living up to its promises (48% potential for improvement). In addition to a product problem, there is a logistical problem that is probably shifted to the office staff to a great extent.
  • 6. Improve through Reflection WWHAT ARE THE STRENGTHS OF OUR ORGANIZATION? Clearly it is also important to determine the strengths of the organization. The five green circles refer to the legend. Availability of office staff, knowledge of the cus- tomer, product and market, quality of relationship management, the field service living up to its promises, and pricing are strengths.
  • 7. WHERE ARE WE VERY AND LESS COMPETITIVE? In relation to what points do many customers feel our organization does better? The organi- zation is very competitive in relation to order confirmation (+30%), moderately competitive in relation to knowledge of the customer, product and market, and the customer- friendliness of the office staff. In the eyes of the customer, the office staff does not represent a competitive edge in relation to thinking proactively along with the cus- tomer and providing information. The dashboard also allows you to determine whether you do better or worse compared to each competitor for the main cus- tomer segments. You can see what you are doing to increase your competitive edge per customer. This is vital for formulating competition strategy.
  • 8. Improve through Reflection WHAT ARE THE EXPECTATIONS OF DIFFERENT CUSTOMER GROUPS? The ‘average’ customer does not exist. Segmenting is vital to understanding the differences in cus- tomer expectations, customer satisfaction, and action points. For instance, B customers are found to be less satisfied in relation to the top 10 key expectations than C customers (46% versus 37% potential for improvement). They also expect different things, the action points are different (com- plete order 5.68: 60% of all customers feel this must be improved), and the organization is less competitive in relation to the top 10 expectations (4% versus 23%), as compared to C customers. TO WHAT EXTENT DOES THE ORGANIZATION REALIZE PERFORMANCE EXCELLENCE? Again and again, the question is where perfor- mance is excellent, moderate or bad in relation to the top 10 key expectations. B and C customers do not see excellence of performance at any point. An excellent performance is when less than 20% of all customers feel that performance should be improved.
  • 9. HOW DO PEOPLE FEEL ABOUT THE ORGANIZATION? It is interesting for marketing people to find out whether the image has been communicated correctly. Where at least 60-80% of all customers agrees with a statement, the as- pect can be incorporated into the company profile: reliable, innovative, listens to the customer, honest, but not very cus- tomer-focused. Improvement management and marketing communication are vital in relation to this point.
  • 10. Improve through Reflection LOYALTY The level of commitment to your organization is the main question. To what extent do dissatis- faction and less competitive strength for the top 10 expectations reduce loyalty? B customers are less satisfied than C customers; they also give lower scores for recommendation, remaining a customer, and buying more. . Neutral and non-loyal customers can be dis- played easily by clicking the red section of the bar.
  • 11. Now sales can follow up on non-loyal A customers with a single mouse click. The customer report clearly shows why this A customer is not loyal. FEATURES OF CUSTOMER HEARTBEAT® - The dashboard can be accessed via the internet by means of a login code. You do not need to install software. - The dashboard is available in multiple languages. - You can compare surveys and track customers over time. - The information is easy to access at the customer level. - The information is easily exported to Excel, SPSS, or other applications.
  • 12. Improve through Reflection BENEFITS OF CUSTOMER HEARTBEAT® Integron The Netherlands Wijnhaven 65 3011 WJ Rotterdam - Analysing performance information. Phone: +31(0)10-411 5966 - The results can be displayed down to the level of the Fax: +31(0)10-411 5753 individual customer. The complete ‘story’ often explains E-mail: info@integron.nl more than an average score. Internet: www.integron.nl - Department or Account Managers can look at the information themselves. The advantage is the sense Integron Germany of control and ownership. Stadttor 1 40219 Düsseldorf - Department or Account Managers can work with the information themselves. For instance, which customers Phone: +49 (0)211 300 3472 are dissatisfied, not loyal, or willing to pay more. Fax: +49 (0)211 300 3200 Supervision is extremely important in this context. E-mail: info@integronresearch.de - You can develop customer profiles to Website: www.integronresearch.de structure expectations, improvement Integron Research United Kingdom management, competition 29th Floor, One Canada Square strategy, and loyalty Canary Wharf, London E14 5DY management. Phone: +44 (0)20 7712 1698 Fax: +44 (0)20 7712 1501 E-mail: info@integronresearch.co.uk Website: www.integronresearch.co.uk Integron Research USA 401 N. Tryon St., 10th Floor Charlotte, NC 28202 Phone: +1-704-998-5629 Fax: +1-704-998-5301 E-mail: info@integronresearch.com Website: www.integronresearch.com Integron France La Grande Arche - Paroi Nord 92044 Paris la Défense cedex Integron BV Wijnhaven 65, Rotterdam Phone: +33 (0)1 40 90 33 16 Fax: Postbus 61300 40 90 31 01 +33 (0)1 E-mail : info@integron.fr 3002 HH Rotterdam Website: www.integron.fr Telefoon 010 4115966 Integron4115753 Fax 010 Australasia 20 Opalinfo@integron.nl E-mail: Way Mt Richon WA 6112 www.integron.nl Phone: +61 466 362 407 E-mail : australasia@integronresearch.com Website: www.integronresearch.com