VALERIO PANCALDI ELEONORA SPINAZZOLA
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VALERIO PANCALDI ELEONORA SPINAZZOLA
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VALERIO PANCALDI ELEONORA SPINAZZOLA. SCS: WHO WE ARE. SCS was founded in Bologna in 2001 by the merger of three companies operating for over twenty years in the field of professional consulting, training and human resources development. - PowerPoint PPT Presentation
Transcript of VALERIO PANCALDI ELEONORA SPINAZZOLA
VALERIO PANCALDIELEONORA SPINAZZOLA
• SCS was founded in Bologna in 2001 by the merger of three companies operating for over twenty years in the field of professional consulting, training and human resources development.• Nowadays, we are a team of more than 120 consultans, plus a
consolidated network of freelance. • We deal on business consulting, people management and sustainability.
We help our client to manage their business in a more profitable way, to increase their human capital value and to develop sustainable innovation.
SCS: WHO WE ARE
• In order to better meet the customers needs, SCS is structured in four market areas:
Manufacturing and Retail Public Administration Finance Utilities and Transportation
SCS follows a business model structured on three main areas of expertise:
SCS: WHAT WE DO
SCS aim is to take customers to a significant growth towards new and innovative goals, improving their special features and distinctive characters.
Business Model
Manifacturing and Retail
Public Administration
Finance Utilities and Transportation
Client First
People Management
CSR
SCS: OUR CLIENTS
Manifacturing and Retail Market Area
MARSALA VIGNOLA
UDINE
REGIONE FRIULI VENEZIA GIULIA
REGGIO EMILIA
Public Administration Market Area.
Finance Market Area
Utilities & Transportation
Market Area
CLIENT FIRST: THE SCENARY
DISCONTINUTY IN CUSTOMERS’PURCHASE BEHAVIOURS
Reduction in spending… … and technological innovations(social
network, e-commerce, m-commerce, etc.)…
…imply a new and integrated way of reading purchase possibilities
THE IMPORTANCE OF TERRITORIALTY (GLOCAL)
Relevance of territorial entrenchment… …with the need of enhancing the micro-
territoriality
COMPETITIVE PRESSURE OF THE CONSTANTLY INCREASING MARKET
Increasing competitive pressure… …with economic difficulties even in
historically favorable areas… …and reduction of the Network
performance
CLIENT FIRST:
A new idea?
Peter Drucker (1909 – 2005)
Philip Kotler (1931 - )
Customer Value Change Convenience Communication
CLIENT FIRST: OUR MISSION
LET’S (RE)START
FROM THE
CUSTOMER!!!
KEY IDEAS:
Customer journey
Integration, data culture for decisions
Experience management
Engagement and new technology
• It becomes more and more necessary developing some integrated monitoring systems in order to identify client’s peculiarities, criticalities and consequently start improvement processes.
KEY IDEAS: INTEGRATION
COMPLAINTS BUSINESS INTELLIGENCE CRM
ASSESSMENTECONOMICS
MYSTERY
WEB
CUSTOMER SATISFACTION
THE APPROACH TO THE INTEGRATED DASHBOARD HELPS PROCESS DEVELOPMENT OF SKILLS…
PROCESS
ORGANIZATION
COMPETENCES
It makes necessary the development of processes of collecting structured and shared data
It allows to make accesible all the information to different levels (in line with its different roles)
It increases the competence of interpreting each phenomena
IMPACT AREAS
DESCRIPTION
…does he come back?
…does he promote?
…does he drop?
…receives
……
buys… …asses……customer service…
…discovers/evaluates
…
The ability to identify and use all the traces left by the customer at the various contact points with the company ("Customer Journey") allows a
more and more effectiveness of trade policies
KEY IDEA: CUSTOMER JOURNEY
Some tools:• Web analysis• Mystery Client• Customer Satisfaction
Cust
omer
Jo
urne
yCo
ntac
t p
oint
s
…uses…
• Receipt analysis• Complaints analysis
Brand Experience
Contact pointBrandEngagement
KEY IDEA: THE EXPERIENCE MANAGEMENT
• The construction of a deep relationship with the brand goes through experiences able to convey value and to contribute to determine a global perception of the company quality.• There is a strong link between the quality of a service paid out to a customer and
the value creation of the brand in terms of profitability.
Brandpromise
LoyaltyCross Selling
Up Selling
Profitability
Products
People
Stores
Web
Phone
Points
Toll-free number
The «Omni-channel» strategy creates a unique and revolutionary experience for the customer by combining in the right way all the available channels (off/on line) and supply modelThe Client will be interested in an Omni-Channel strategy only if it is:
KEY IDEA: ENGAGEMENT… AN EXAMPLE IN RETAIL AREA
Purchasing process…
CHOICE
PACKING
PICK UP
…comes from a combination of several variables with which it declines the offer ...
Store On line Different location
By the store By the customer
In the store
Home delivery
Different location
…which involves the customer by building a relationship…
…that allows us to know him better• Info on where and
when he buys• Device he uses to find
products or to buy on-line
• When in the day or week he buys
• Average value of his purchase
• Commodity categories
• Where and when he prefers to pick up goods
NOW HERE FOR ME EASY
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• DESCRIPTION
Measurement of services level on:
Store Utility branch Bank branch
How is possible to involve a customer ? Suggest new technologies and new relationship
• AIM
Best practice cases
Valuating cases on: costs organizational impacts capital formation business investment achievements
HOMEWORK
Email your homework to: [email protected]
