The document discusses how embedding client insight can drive transformation within firms, emphasizing the need to start with customer experience and align client insight activities with business objectives. It outlines key strategies for effectively obtaining client feedback and integrating various data sources to enhance understanding of customer needs. The author, John Dore, offers insights from his extensive experience in client engagement and transformation.

1. Embedding client insight to drive
transformation in your firm
John Dore
29th October 2014

2. Where I’m from

3. Lots of ways of asking questions
What did you do last Tuesday?
! I can’t remember
! I was on a yacht in the Caribbean diving for octopus
! I caught a bus to a conference in Swansea
! Was in the office catching up on emails
! Looking for a new job
Select one answer from the above and then move to the next section.
!!

4. “Your most unhappy customers are
your greatest source of learning.”
Bill Gates

5. “You’ve got to start with the
customer experience and
wo r k ba c kwa rds t o t h e
technology…As we tried to
come up with a strategy and a
vision for Apple, we started
with what are the incredible
benefits we can give to the
customer, where can we take
the customer…”
- Steve Jobs

6. 1987
2014

7. Meanwhile

8. It all begins with insight
publications
brand
development
internal
comms
content
marketing
campaign
advertising
CLIENT
INSIGHT
events
press
and pr
social and
web

9. The reason you’re there
The CEO
The Strategy
Finance Director
The balance sheet
The HR Director
Engagement
measures
Operations Director
Performance
The Marketing Director
THE CUSTOMER
Communications
Press & PR, Social
The Risk Director
Regulator,
Professional body

11. Decide what you measure
Satisfaction Loyalty Advocacy Performance
Decide who you measure
Sectors/
Segments
Sampled clients Top clients Markets
Decide how you measure
Engagement
Programmes
Market
comparison
reports
Commissioned
research
Purchased

12. Decide what you measure
Satisfaction Loyalty Advocacy Performance
Decide who you measure
Sectors/
Segments
Sampled clients Top clients Select markets
Decide how you measure
Engagement
programmes
Market
comparison
reports
Commissioned
research
Purchased

13. “What ever you do, do it well. Do it so well
that when people see you do it they will
want to come back and see you do it again
and they will want to bring others and
show them how well you do what you do.”
- Walt Disney
Loyalty Advocacy

14. Some experience
•Need to get alongside the CEO, and get him alongside
the programme
•Help the business ‘see the wood for the trees’
•Take the story on the road, particularly front line
employees
• Rationalise the ‘what’, ‘who’, ‘how’: focus on what really
drives loyalty, advocacy, margin and revenue growth

15. For service/advisory businesses:
•be accessible/consistent
•understand my business
•be proactive

16. The magnificent seven
1. Strategic alignment – ensure that client insight goals and activities are aligned to the firm’s goals
and objectives.
2. Timeliness – the greatest strength of insight is the ability to foresee the future, e.g., before a
product launch, or before a new brand campaign goes live.
4. Timelessness – the principles that underpin the client insight strategy should have some longevity,
so the design has future tracking envisaged at the outset
3. Actionable – design it to be relevant and impactful to the business
5. Integration – combining client insight data, with market data, performance metrics, employee
survey data, social media and other internal dashboard measures is the ‘holy grail’ of client insight.
It’s difficult to do - but partnering may give richer insight.
6. Customer – focus on customers, as opposed to brand or channel, strategy. Seek deep insight
about the things that are import from the client’s perspective, rather than seek to understand things
that are important internally to the firm.
7. Adoption - does the client insight programme have its own vitality? The really client–centric
companies consider potential customer impact in every decision they make.

18. "What are the most effective ways
of obtaining client feedback/insight
from high-net worth private clients,
or key senior executive clients
(CEO/MD level), who are typically
time poor and whom often prefer to
delegate, or to simply ignore such
requests?"

20. Pitfalls, mistakes and learning
1. Make it engaging, for client and for management
2. Commission, don’t buy data (like ever).
3. Personally know your NPS from NVS from your NFC.
4. Make it important, even emotive
5. Find a brilliant insight partner and bring them
inside

21. mail: john@waveyourarms.com
phone: + 44 (0) 7515 357604
web: www.waveyourarms.com
follow: @waveyourarms, @inspirebus
John’s career spans leadership roles with major businesses including HSBC, Barclays, Herbert Smith, EY and Arthur
Andersen. John has over twenty-years facilitation experience, designing and leading events in Europe, Asia and
the US. From internal workshops for senior executives to major international client conferences, he has refined a
range of approaches to facilitation that have consistently engaged demanding audiences. John founded Wave
Your Arms in 2014 to help businesses transform the way they engage their people and their clients.
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