Organization’s readiness to deliver on customer experience
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Transcript of Organization’s readiness to deliver on customer experience
ORGANIZATION’S READINESS TO DELIVER ON CUSTOMER EXPERIENCERICHARD CRAMERBJÖRN BIERHAALDERDEVA RANGARJANBERT PAESBRUGGHE
It is recommended to view this presentation in full screen mode
© Vlerick Business School
AGENDA
2
Relation between shared values in company and the difference in opinions
What are the points of attention for sales managers?
Differences in perception CEO and BUM
B2B and B2C: different focus in customer centricity
Size of the company: coordination mechanisms are key
METHODOLOGY
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A lot of research on customer experience, not on organization’s readiness to deliver on the promises to their customers
Quantitative research
150 respondents: focus on Financial Service companies in The Netherlands
Online survey between May and June 2014
IMPORTANCE PERFORMANCE
PERCEIVED
VERSUS
IN GENERAL
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On average, the perceived performance is scoring weaker than the perceived importance for each statement
“On average we are performing less good than we would like to be performing: actual performance is less than we would like to see.”
The top four important and top three performance statements have at least one thing in common: collaboration
IN GENERAL
0
0.5
1
1.5
2
2.5
3
3.5
4
How
important
is this
statement
for thecompany?
How is the
company
performing
for this
statement?
3.97
3.22
Average score on 5
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NEGATIVE CORRELATION BETWEEN WHAT IS PERCEIVED AS IMPORTANT AND THE GAP WITH THE ACTUAL REALITY OF ALL STATEMENTS
7
Variance Importance
Importance
The lower the perceived
importance is, the higher the variance
will be.
This could mean that the items that are perceived as being very important are shared values in the organization with better aligned opinions as a result
Average score on 5
5
4
3
2
1
-Understanding of the latent needs of the customers
-Using customer insights to improve our organization
-Having a good CRM tool to help our customer facing employees be more productive
-using the customer satisfaction results to better manage the relationship with our third-party installers/value-added resellers
-Having clear defined value propositions for every segment of customers
-Being encouraged to create social ties across: customers, suppliers, different business units within our company, different departments within our company, intermediary/distributors
-Aligning the internal business processes to meet the needs of the customers
-Willingness to share customer related issues/ information with colleagues from other departments-Cross departmental task forces are used frequently to discuss customer issues and solutions-Willingness to work together with partners to ensure superior customer value creation-Willingness amongst personnel to work together with personnel from other departments to solve customer issues-Having adequate knowledge about the jobs that the customers want to get done-Constantly measuring the level of customer satisfaction with our product/service offerings-Having frequent, formal collaborative meetings between different departments to discuss customer issues
Low Performance High Performance
-Having frequent, formal collaborative meetings withpartners (suppliers, intermediary, broker, branch office, even customers) to support customer value creation-Focussing on well defined customer segments with specific customer needs
-There is customer contact at all levels of our organization
-Staff members are selected for their relational capabilities
-Having a clear, well defined Go-to-Market strategies for our markets (Go-to-Market strategies will include Key account Management Policies, Dealer/Installer Management Policies, E-Commerce Policies, etc)-Efficiency in our organization relates directly to being more customer centric-Having common customer related 'first time rights', responsiveness, NPS, etc. shared between our internal departments-The organization design is based on customer teams-A clear distinction between customer responsibility andprocess responsibility is in place-Having active rotation of personnel across functionalities/departments
High Importance
Low Importance
-Understanding of the latent needs of the customers
-Using customer insights to improve our organization
-Having a good CRM tool to help our customer facing employees be more productive
-using the customer satisfaction results to better manage the relationship with our third-party installers/value-added resellers
-Having clear defined value propositions for every segment of customers
-Being encouraged to create social ties across: customers, suppliers, different business units within our company, different departments within our company, intermediary/distributors
-Aligning the internal business processes to meet the needs of the customers
-Willingness to share customer related issues/ information with colleagues from other departments-Cross departmental task forces are used frequently to discuss customer issues and solutions-Willingness to work together with partners to ensure superior customer value creation-Willingness amongst personnel to work together with personnel from other departments to solve customer issues-Having adequate knowledge about the jobs that the customers want to get done-Constantly measuring the level of customer satisfaction with our product/service offerings-Having frequent, formal collaborative meetings between different departments to discuss customer issues
Low Performance High Performance
-Having frequent, formal collaborative meetings withpartners (suppliers, intermediary, broker, branch office, even customers) to support customer value creation-Focussing on well defined customer segments with specific customer needs
-There is customer contact at all levels of our organization
-Staff members are selected for their relational capabilities
-Having a clear, well defined Go-to-Market strategies for our markets (Go-to-Market strategies will include Key account Management Policies, Dealer/Installer Management Policies, E-Commerce Policies, etc)-Efficiency in our organization relates directly to being more customer centric-Having common customer related 'first time rights', responsiveness, NPS, etc. shared between our internal departments-The organization design is based on customer teams-A clear distinction between customer responsibility andprocess responsibility is in place-Having active rotation of personnel across functionalities/departments
High Importance
Low Importance
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DISCUSSION ON THE MATRIX
To what extend are the collaborations really helpful to get a better understanding of the customer?
Internal discussions: not enough customer focussed?
Why are the ‘definers’ of an organization not perceived as being important?
Why is there an inconsistency: we vinden dat het belangrijk dat mensen samen werken en waaromvinden we het niet belangrijk om ze erop teselecteren?
partners
We vinden het belangrijk om samen te werken, gaan we dat ook actief organiseren?
10
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RANKING OF THE BIGGEST GAPS: WHERE DO WE WANT TO PERFORM BETTER?
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1. We have a good CRM tool to help our customer facing employees be more productive
2. We have a clear understanding of the latent needs of our customers
3. We use the findings of the customer satisfaction results to better manage the relationship with our third-party installers/value-added resellers
4. We have a clear, well defined Go-to-Market strategies for our markets
5. Cross departmental task forces are used frequently to discuss customer issues and solutions
0 0.5 1 1.5
CRM
Go-to-market strategy
Using findings of customersatisfaction results
Understanding of the latentneeds
CRM
Gap
Gap
CEOBUM
VERSUS
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DIFFERENT FOCUS AND DIFFERENT PERCEPTIONS ON A 5 POINT SCALE
CHIEF EXECUTIVE OFFICER
Understand the customer
Av. on importance: 3,68
Av. on performance: 3,06
Formal structures
BUSINESS UNIT MANAGER
Improve collaboration
Av. on importance: 4,06
Av. on performance: 3,34
>hands-on mentality
13
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RANKING OF THE BIGGEST GAPS BETWEEN PERCEIVED IMPORTANCE AND IMPORTANCE BETWEEN CEO’S AND BUM’S
IMPORTANCE
1. We have a good CRM tool to help our customer facing employees be more productive
2. There is a willingness amongst the personnel to share customer related issues/ information with their colleagues from other departments/business units
3. There is customer contact at all levels of our organization
4. Cross departmental task forcesare used frequently to discuss customer issues and solutions
5. There is a willingness to work together with partners(suppliers, intermediary, broker, branch office, even customers) to ensure superior customer value creation
PERFORMANCE
1. We constantly measure the level of customer satisfaction with our product/service offerings
2. We have a good CRM tool to help our customer facing employees be more productive
3. We use the findings of the customer satisfaction results to better manage the relationship with our third-party installers/value-added resellers
4. There is customer contact at all levels of our organization
5. Our organization design is based on customer teams
14
B2B B2B+B2C
VERSUS
COMPANIES
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IMPORTANCE - PERFORMANCE
16
B2B B2B+B2C Difference
Importance 3,77 4,13 -0,36
Performance 3,19 3,29 -0,1
Difference 0,58 0,84
Why is there more consistency in the perception on performance and much less on what is perceived as important?
(Performance measures are less subjective?)
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BIGGEST GAPS IN PERCEPTION OF WHAT IS IMPORTANT BETWEEN B2B AND B2B+B2C
1. Efficiency in our organization relates directly to being more customer centric
2. We have a good CRM tool to help our customer facing employees be more productive
3. Cross departmental task forces are used frequently to discuss customer issues and solutions
4. We constantly measure the level of customer satisfaction with our product/service offerings
5. We have a clear, well defined Go-to-Market strategies for our markets (Go-to-Market strategies will include Key account Management Policies, Dealer/Installer Management Policies, E-Commerce Policies, etc.)
6. We focus on well-defined customer segments with specific customer needs
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0.51
0.56
0.57
0.61
0.66
0.68
0 0.5 1
well-defined customer segments
Well-defined go-to-market
strategies
Measuring the level of customersatisfaction
Cross-departmental task forces
CRM
Efficiency in our organizationrelates to customer centricity
Average size of the gap on a 5 point scale
Average size ofthe gap on a 5
point scale
SMELPOC
VERSUS
(LARGER PRIVATELY OWNED COMPANIES)
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Respondents from Larger Privately Owned Companies (LPOC) perceive all statements as more important than employees from Small or Medium sized Enterprises (SME) except for:
“We work on aligning our internal business processes to meet the needs of the customers” with a small difference of 0.05 on average.
Possible explanation: Some statements are not really applicable for SME? Possible explanation: There is a need for other coordination mechanisms to share information amongst personnel when the company is larger?