integron customer heartbeat brochure

Customer Heartbeat ®

Online customer performanceintelligence dashboard

Improve through Reflection

INT_CHB_engels:Opmaak 1 9/10/2008 4:57 PM Pagina 1

ACTIVATING CUSTOMER INFORMATION, MAKING RESEARCH PAY OFF

Customer satisfaction surveys map what customers expect and how

satisfied they are with, and how loyal they are to, your organization and

competing organizations. They do not yield results that stand by them-

selves. It is also important to realize that customers are real people. In-

formation on contacts in your customer organizations is more than cold

data or average scores. The online performance intelligence dashboard

provides an individual face to customers. This is not just important to

you, but also to important officials, such as the Management Board and

sales management, department management like customer service, lo-

gistics and account management.



CUSTOMER INTELLIGENCE

The results of your survey are shown in the online customer performance intelli-

gence dashboard. You can perform analyses and actions at the general satisfaction

level down to the level of the individual customer. The following impressions give

some concrete examples.

HOW SATISFIED ARE CUSTOMERS?

We have found that 29% of all customers are very dissatisfied and 35% very satis-

fied. Clicking on the parts of the diagram immediately shows the profile of these

customers. In this way, you can formulate policies for dissatisfied customers and

ambassadors. Who takes what action to thank the customer for his satisfaction,

who will make sure that customer satisfaction levels improve?


WHICH SEGMENTS ARE MORE AND LESS SATISFIED?

Clicking the red part of the diagram (very dissatisfied customers)

shows that C customers in particular are dissatisfied.



WHAT ACTION POINTS DO CUSTOMERS SEE?

The display shows action points for the entire or-

ganization, but also for each customer segment. For

instance by organization segment criteria like region and country, or customer seg-

ment criteria like customer size (A, B or C customers). The dissatisfaction of C cus-

tomers in relation to the ten main expectations mainly refers to the quality of the

product (40% of customers indicate that it should be better), delivery of the com-

plete order (47% potential for improvement), and the office staff living up to its

promises (48% potential for improvement). In addition to a product problem, there

is a logistical problem that is probably shifted to the office staff to a great extent.


WWHAT ARE THE STRENGTHS OF OUR ORGANIZATION?

Clearly it is also important to determine the strengths of the organization. The five

green circles refer to the legend. Availability of office staff, knowledge of the cus-

tomer, product and market, quality of relationship management, the field service

living up to its promises, and pricing are strengths.



WHERE ARE WE VERY AND LESS COMPETITIVE?

In relation to what points do many customers

feel our organization does better? The organi-

zation is very competitive in relation to order

confirmation (+30%), moderately competitive

in relation to knowledge of the customer, product and market, and the customer-

friendliness of the office staff. In the eyes of the customer, the office staff does not

represent a competitive edge in relation to thinking proactively along with the cus-

tomer and providing information. The dashboard also allows you to determine

whether you do better or worse compared to each competitor for the main cus-

tomer segments. You can see what you are doing to increase your competitive edge

per customer. This is vital for formulating competition strategy.



WHAT ARE THE EXPECTATIONS OF DIFFERENT CUSTOMER GROUPS?

The ‘average’ customer does not exist. Segmenting is vital to understanding the differences in cus-

tomer expectations, customer satisfaction, and action points. For instance, B customers are found

to be less satisfied in relation to the top 10 key expectations than C customers (46% versus 37%

potential for improvement). They also expect different things, the action points are different (com-

plete order 5.68: 60% of all customers feel this must be improved), and the organization is less

competitive in relation to the top 10 expectations (4% versus 23%), as compared to C customers.

TO WHAT EXTENT DOES THE ORGANIZATIONREALIZE PERFORMANCE EXCELLENCE?

Again and again, the question is where perfor-

mance is excellent, moderate or bad in relation to

the top 10 key expectations. B and C customers do

not see excellence of performance at any point.

An excellent performance is when less than 20% of all

customers feel that performance should be improved.


HOW DO PEOPLE FEEL ABOUT THE ORGANIZATION?

It is interesting for marketing people to find out whether

the image has been communicated correctly. Where at least

60-80% of all customers agrees with a statement, the as-

pect can be incorporated into the company profile: reliable,

innovative, listens to the customer, honest, but not very cus-

tomer-focused. Improvement management and marketing

communication are vital in relation to this point.


LOYALTY

The level of commitment to your organization is

the main question. To what extent do dissatis-

faction and less competitive strength for the top

10 expectations reduce loyalty? B customers are

less satisfied than C customers; they also give

lower scores for recommendation, remaining a

customer, and buying more.

.


Neutral and non-loyal customers can be dis-

played easily by clicking the red section of the

bar.


FEATURES OF CUSTOMER HEARTBEAT®

- The dashboard can be accessed via the internet by means of a login code.

You do not need to install software.

- The dashboard is available in multiple languages.

- You can compare surveys and track customers over time.

- The information is easy to access at the customer level.

- The information is easily exported to Excel, SPSS, or other applications.

Now sales can follow up on non-loyal A customers with a single mouse click.

The customer report clearly shows why this A customer is not loyal.


BENEFITS OF CUSTOMER HEARTBEAT®

- Analysing performance information.

- The results can be displayed down to the level of the

individual customer. The complete ‘story’ often explains

more than an average score.

- Department or Account Managers can look at the

information themselves. The advantage is the sense

of control and ownership.

- Department or Account Managers can work with the

information themselves. For instance, which customers

are dissatisfied, not loyal, or willing to pay more.

Supervision is extremely important in this context.

- You can develop customer profiles to

structure expectations, improvement

management, competition

strategy, and loyalty

management.

Integron BV

Wijnhaven 65, Rotterdam

Postbus 61300

3002 HH Rotterdam

Telefoon 010 4115966

Fax 010 4115753

E-mail: [email protected]

www.integron.nl


Integron The NetherlandsWijnhaven 653011 WJ Rotterdam

Phone: +31(0)10-411 5966Fax: +31(0)10-411 5753

E-mail: [email protected]: www.integron.nl

Integron GermanyStadttor 140219 Düsseldorf

Phone: +49 (0)211 300 3472 Fax: +49 (0)211 300 3200

E-mail: [email protected]: www.integronresearch.de

Integron Research United Kingdom29th Floor, One Canada Square Canary Wharf, London E14 5DY

Phone: +44 (0)20 7712 1698 Fax: +44 (0)20 7712 1501

E-mail: [email protected]: www.integronresearch.co.uk

Integron Research USA401 N. Tryon St., 10th FloorCharlotte, NC 28202

Phone: +1-704-998-5629Fax: +1-704-998-5301

E-mail: [email protected]: www.integronresearch.com

Integron FranceLa Grande Arche - Paroi Nord92044 Paris la Défense cedex

Phone: +33 (0)1 40 90 33 16Fax: +33 (0)1 40 90 31 01

E-mail : [email protected]: www.integron.fr

Integron Australasia20 Opal Way Mt Richon WA 6112

Phone: +61 466 362 407

E-mail : [email protected]: www.integronresearch.com


integron customer heartbeat brochure

Documents

dissatisfied customers

customer service

customer intelligence

individual customer

customer organizations

customer segment

c customers

customer size