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Quantifying the value of Customer Experience
Confidential & Copyright © SynGro 2013
What is a Customer Experience Program?
2 Confidential & Copyright © SynGro 2013
It is not paying “lip service”
A Customer Experience Program puts the customer at the centre of the business
3
Social Media
Analytics & Reports
Confidential & Copyright © SynGro 2013
Act
Complaints
Surveys
Collate & Distribute
Tactical: Case management
Regular analysis Management rhythm
Strategic: Pattern identification Root cause analysis
Business improvement Best operating practice
Listen Understand
Why bother?
Confidential & Copyright © SynGro 2013 4
Complainer
Detractor - Net Promoter Score
Not satisfied – Customer Satisfaction Index
Not easy to do business with – Customer Effort Score
LEAD INDICATOR
Reduced spend
No ability to cross/up-sell
Defection / churn
Negative word of mouth
Show him the money!
How to get your CEO to sit up and take notice
5 Confidential & Copyright © SynGro 2013
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
mini plus mini typowy bliski plus bliski typowy diament market sam. plus
market sam. typowy
monopolowy wygodny
Detractors Passives Promotors
Customer feedback information is good Integrated with financial data, it is better
DETRACTORS Segment A Segment B Segment C Segment D Segment E
# of Customers
Aver. Volume (HL)
Aver. Turnover ($)
Total Volume (HL)
Total Turnover ($)
Aver. % of discount
Total EBIT
16
32
33 894
507
74 298
4
60 297
265
43
12 126
11 398
8 743 325
2
345 916
97
112
38 379
10 821
5 819 720
3
387 852
592
79
23 950
46 775
19 954 617
7
8 571 005
50
166
19 643
8 313
6 982 167
2
345 510
DETRACTORS POTENTIAL
RISK
# of Customers
Aver. Volume (HL)
Aver. Turnover ($)
Total Volume (HL)
Total Turnover ($)
Total EBIT
1 227
1 213
90 975
1 488 351
111 626 325
13 395 159
A B C D E F G H I
Promoters
Passives
Detractors
6
Risk and benefits case
A B C D E
Op
po
rtu
nit
y
PROMOTERS POTENTIAL
GAIN
# of Customers
Aver. Volume (HL)
Aver. Turnover ($)
Total Volume (HL)
Total Turnover ($)
Total EBIT
2 549
1 831
137 325
4 667 219
350 041 425
42 004 971
Confidential & Copyright © SynGro 2013
Sometimes you have to look for trends to identify the benefit
7
2010 NPS
2011/12 NPS
Average Sales +25% to €3.54m Average Sales +16% to €3.28m Average Sales -36% to €1.81m
Confidential & Copyright © SynGro 2013
Prioritise strategic actions based on the loyalty metric score and financial data
8
Acc Owner: Steven Thomas
DDi: 4 4 2 3 3 4 4 0 9 9 7
Email: sthomas@acme.co.uk
Esc Manager: Paula Davies
Revenue Profit Share of Wallet
2013 2012 2011 2013 2012 2011 2013 2012 2011
ACT
BUD
26.3
VAR
24.3
+2.0
24.3
23.3
+1.0
21.7
22.3
-0.6
2.3
2.3
=0.0
3.3
3.5
-0.2
18.2%
22.0%
-3.8%
23.2%
19.0%
-4.2%
18.2%
22.0%
-3.8%
3.6
4.1
-0.5
Confidential & Copyright © SynGro 2013
Prioritise strategic actions based on the loyalty metric score and financial data
9 Confidential & Copyright © SynGro 2013
10
Needs to indicate comparisons versus customers in a similar segment
It is important to compare your performance with competitors against those issues that are most important to the customer
Most important
Least important
Confidential & Copyright © SynGro 2013
Customer
Analyse scores
Call back customer
reactions and analyse them
Take action
verbatims
Analyse root causes
Come up with actions and prioritize
Implement structural
Feedback improvements to employees
Contact customer – act on low scores and
share best practice from Promoter
feedback
Implement structural improvements
based on closed loop feedback insights and
other analyses
Inner circle Outer circle
More tactical More strategic
Confidential & Copyright © SynGro 2013 11
improvements
It is important to consider the processes that are supported by the data
Based on Bain and Co methodology
NPS, CSI get Measure
Gather
and customers
Train employees based on facts
from reports and customer case
examples
Best Operating Practices
Business improvement
projects
Cross functional
teams
(Use financial data)
This implies front office and back office coordination…and the involvement of people
12 Confidential & Copyright © SynGro 2013
Negotiation
Performance Acceptance
Preparation
Let me help you address your concern
Preparation Negotiation
Acceptance Performance
Preparation Negotiation
Acceptance Performance
• Infrastructure • Technology
Performance
Preparation Negotiation
Acceptance
Preparation Negotiation
Acceptance Performance
Aligning feedback and operational excellence enhances customer
satisfaction and eliminates waste (cost savings)
The mobilisation of people is aligned to feedback and CSat
customer front line back office
Bringing the pieces together
Customer experience has 3 major parts
– LISTEN, UNDERSTAND, ACT
Get the (loyalty) metrics right
– Try them out, see what works
Link to financial performance
– It’s not always obvious
– Try different scenarios
Ensure front and back office work in harmony
Confidential & Copyright © SynGro 2013 13
Your CEO will sit up and take notice
Confidential & Copyright © SynGro 2013
Keith Schorah CEO SynGro keith.schorah@syngro.com
Thank you
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