BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain customer feedback, segmenting customers, and using survey results to improve processes and drive cross-selling opportunities. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking voice of customer data to financial metrics, and effectively communicating results.

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

3. About BSI
3

4. BSI…A Changing Business
4
From Where @ To

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

7. BSI…A Changing Business
7
Culture
Manage Costs
Revenue & Profit

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