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Making Excellence a Standard
Process
Richard Watmough
Research Manager
2
• Not Government…Royal Charter
• Revenue: £245m
• 2,500 staff
• Operations in 147 countries through 56 offices
• Customers: 64,000 including…
• …78% of FTSE 100, 53% Nikkei & 44% of Fortune 500
About BSI
About BSI
3
BSI…A Changing Business
4
From Where @ To
BSI…A Changing Business
5
From Where @ To
•Divisional silos
•Commoditization
•Competition
•Operationally
focussed…not
customer centric
•2011 Revenue £245m
BSI…A Changing Business
6
•One BSI
•Customer centricity/
the customer journey
•Trust & value-add
•X2 revenue to £500m
by 2016
From Where @ To
BSI…A Changing Business
7
Culture
Manage Costs
Revenue & Profit
Where are we as a business
8
From Where @ To
•Trust…core to our business
•Breaking down the silos
•Understanding the market
•Single view & customer segmentation
•Voice of the customer
9
Customer focus/
segmentation
Cross functional
Brand promise
Identify process
improvement
X-sell & average
revenue
Reduce attrition
NPD
Targeting/
segmentation
New customers
Using the VoC to Drive Growth
Using the VoC to Drive Growth
10
•Silos/ divisional/
product
•Not consistent
•Operationally
focussed not
customer driven
From Where @ To
Using the VoC to Drive Growth
11
•One “Group” survey
• Customer journey
•Transaction vs
Relationship
•Segmentation
•Consistency vs
flexibility
From Where @ To
12
The survey
- Timely
- Relevant
- Concise
Sales leads…customer’s
own request
Market understanding
- Why purchase
- Why BSI
Be pragmatic: Program ROI
The Customer Journey
13
IMPLEMENT
Purchase
Subscribe
Training
A Customer Journey With BSI
STANDARD MAINTAINCERTIFICATION
TrainingAuditing
Review
Testing
Software
Approach: The Customer Journey
14
ANOR
A BV
Future development
A BV A BV A BV
ANO
RA
BV
Activity
Benefits & Value
Relationship
Other
IMPLEMENT
Purchase
Subscribe
Training
A Customer Journey With BSI
STANDARD MAINTAINCERTIFICATION
TrainingAuditing
Review
Testing
Software
Approach: What We Are Doing
15
Activity
• NPS
• Why BSI
• Purchase objective
• Satisfaction
• Lead generation
• Opt in/ out for research
• Free text
• Alerts
Benefits & Value
• NPS
• Met Purchase objective
• Benefits
• Lead generation
• Opt in/ out for research
• Free text
• Alerts
Single View of Customer
Customer Segmentation
Where We Are With VoC
16
•Activity survey
launched
• Benefits & value Q3
• Combining VoC/
Customer data
From Where @ To
17
From Where @ To
• Responses: >1,100
• Stats
• NPS: >50%
• Overall Satisfaction score: 9/10
• Sales leads
• 15% of responses generate a lead
• Reinforcing x-sell and one BSI
•Opt-in vs Opt-out
• 72%opt-in
• 77% don’t opt-out
Where We Are With VoC
Lessons Learnt
18
•Importance of executive buy-in
•Be pragmatic
•Link the VoC to financial data
•Using the results
•Communication
19
The Future
For BSI
•Double revenues
•Advisory
•Branding & trust
Voice of the Customer
•Win/ loss
•Attrition
•NPS Research
•Focus Groups

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Ecew richard watmough

  • 1. Making Excellence a Standard Process Richard Watmough Research Manager
  • 2. 2 • Not Government…Royal Charter • Revenue: £245m • 2,500 staff • Operations in 147 countries through 56 offices • Customers: 64,000 including… • …78% of FTSE 100, 53% Nikkei & 44% of Fortune 500 About BSI
  • 5. BSI…A Changing Business 5 From Where @ To •Divisional silos •Commoditization •Competition •Operationally focussed…not customer centric •2011 Revenue £245m
  • 6. BSI…A Changing Business 6 •One BSI •Customer centricity/ the customer journey •Trust & value-add •X2 revenue to £500m by 2016 From Where @ To
  • 8. Where are we as a business 8 From Where @ To •Trust…core to our business •Breaking down the silos •Understanding the market •Single view & customer segmentation •Voice of the customer
  • 9. 9 Customer focus/ segmentation Cross functional Brand promise Identify process improvement X-sell & average revenue Reduce attrition NPD Targeting/ segmentation New customers Using the VoC to Drive Growth
  • 10. Using the VoC to Drive Growth 10 •Silos/ divisional/ product •Not consistent •Operationally focussed not customer driven From Where @ To
  • 11. Using the VoC to Drive Growth 11 •One “Group” survey • Customer journey •Transaction vs Relationship •Segmentation •Consistency vs flexibility From Where @ To
  • 12. 12 The survey - Timely - Relevant - Concise Sales leads…customer’s own request Market understanding - Why purchase - Why BSI Be pragmatic: Program ROI
  • 13. The Customer Journey 13 IMPLEMENT Purchase Subscribe Training A Customer Journey With BSI STANDARD MAINTAINCERTIFICATION TrainingAuditing Review Testing Software
  • 14. Approach: The Customer Journey 14 ANOR A BV Future development A BV A BV A BV ANO RA BV Activity Benefits & Value Relationship Other IMPLEMENT Purchase Subscribe Training A Customer Journey With BSI STANDARD MAINTAINCERTIFICATION TrainingAuditing Review Testing Software
  • 15. Approach: What We Are Doing 15 Activity • NPS • Why BSI • Purchase objective • Satisfaction • Lead generation • Opt in/ out for research • Free text • Alerts Benefits & Value • NPS • Met Purchase objective • Benefits • Lead generation • Opt in/ out for research • Free text • Alerts Single View of Customer Customer Segmentation
  • 16. Where We Are With VoC 16 •Activity survey launched • Benefits & value Q3 • Combining VoC/ Customer data From Where @ To
  • 17. 17 From Where @ To • Responses: >1,100 • Stats • NPS: >50% • Overall Satisfaction score: 9/10 • Sales leads • 15% of responses generate a lead • Reinforcing x-sell and one BSI •Opt-in vs Opt-out • 72%opt-in • 77% don’t opt-out Where We Are With VoC
  • 18. Lessons Learnt 18 •Importance of executive buy-in •Be pragmatic •Link the VoC to financial data •Using the results •Communication
  • 19. 19 The Future For BSI •Double revenues •Advisory •Branding & trust Voice of the Customer •Win/ loss •Attrition •NPS Research •Focus Groups