This document summarizes a customer value study of banks in Brazil. It discusses how measuring customer value added, share of wallet, and reducing customer migration can help companies improve market share, loyalty, and profitability. Customer value studies begin by creating value trees to assess the costs and benefits for customers. The document then outlines how measuring customer value can benefit a company's employees, internal operations, and shareholders by improving customer satisfaction, employee engagement, and financial performance.

2. This Study and Customer Value
• This is a summary of a Customer Value Study
of banks in Brazil: It tells you which banks are
better and how share of wallet, cross selling
and reducing migration can be effective
• We help companies with Value Creation and
improving Customer Value, market share,
loyalty, share of wallet, and increased
profitability
• Customer Value studies start with Value trees.
Value is a juxtaposition of costs and benefits

10. Yellow means equal
SOW: Share of Wallet
Red means worse
Green means better

21. Total Customer Value
Management
Benefits to YOU

22. Market Place
1. Measuring Customer Value Added, the ratio of the value you add to
your Customers, versus the value your competitors add to their
Customers
2. Why people buy from you and not from your competitors, and vice-
versa, Predicting loyalty, market share, and improving business
results. Increase market share, and reducing pressure on price
3. Total marketplace assessment: Voice of the Customer and Voice of
the Competitor
4. Increased referrals, word of mouth sales, sales per salesman (as
much as 30%), less pressure on pricing, pricing from a Customer
Value perspective
5. Reduction of complaints (by 70% at one clients’) in the quarter
following the TOTAL CVM intervention. Customer satisfaction scores
have improved by over 10%
6. Changing the rules of the marketplace, and making price less of an
issue
7. Converting call centres to Action Centres
8. Using social media, social marketing and digital media for improving
value

23. Employees:
1. Measure Voice of Employee, increase employee self-esteem and
awareness. Using value to reduce employee and Customer churn. Build
individual promises to ensure Customer’s Bill of Rights
2. Equate improvements in employee value, business processes, and
customer products and services to increased customer loyalty and bottom
line business benefit.
3. Helping CxO’s align better with Customers. For example:
o For CFO’s, measuring Customer Capital, Customer Assets, correlation between value
and share price, pricing techniques based on the Customer and perceived Value,
segmenting Customers from shareholder value viewpoint, reporting CVA scores with
financial data, looking at financial systems and billing/credit from convenience of
Customer etc.
o Or for HRD heads, assessing Customer needs, and providing education based on
this, hiring based on Customer value, measuring and adding employee value added,
correlating employee value to shareholder and Customer value, reducing employee
churn etc.
4. Providing education to all levels of employees including touch points, and
certifying them for their ability to handle and work with Customers
5. Increase of teamwork and employee happiness, building of employee self
esteem, awareness. Building a pro-active Customer focused organisation
6. Putting a Customer Performance Management System into place.
7. Using Customer Value metrics for rewards and recognition. Often Total CVM
forms a major part of the Balanced Score Card
• End result is employee engagement and commitment

24. Within the Company
1. Improving service quality
2. Better teamwork and internal Customer focus
3. Building Customer centric circles, Customer conduits.and the
Circle of promises among employees to deliver the
Customer’s Bill of Rights. This also builds a continuous
Customer Improvement Program
4. Understanding competitive strategies and pre-empting
competitive moves by competition. Building Customer
strategies to drive business strategies
5. Using Customer value to decide on product and technology
offerings Using Customer Value for valuation in M&A
6. Understanding the deterioration in touching and Customer
Value in the delivery chain Improved Customer focus and
Customer Value by channel partners, leading to an increase
of value in the distribution chain.
7. Using Customer Value for product decisions

25. Shareholder Value
1. Increasing profits and shareholder Value
2. Correlating Employee Value to Customer
Value to Shareholder Value

26. Gautam Mahajan
phone: + 91 98100 60368
mahajan@customervaluefoundation.com