5. About Noventum
We are specialised in Strategic We focus on economic value
Service Management via sustainable, profitable
growth of service business
We serve large and medium We have 70 consultants
sized businesses, world-wide
multinational and local
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6. Noventum offers her expertise through
different lines of business
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7. Some of our clients
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8. Agenda
16:00 Welcome & Introduction
16:05 Need for customer insight
16:15 Challenges
16:30 Successful approaches
16:55 Whatâs next?
17:00 Closing
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9. Todayâs Business Challenges
⢠Declining Product
Revenues and Margins
â˘Rapid Commoditisation
⢠Not Meeting Customer
Expectations
⢠The Experience is the
Value
9
10. How is value created with technical services?
Differentiation
Brand- strategies
driven Strategic
Business
Partner
Trusted
Advisor
People-
driven
Feature-
driven Solution
provider
Price-
driven
Vendor
Services
Warranty Product support Availability Knowledge driven Transformation
services services services services services
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11. Relational brand values are the strongest
differentiators
Thought leader
Understands my
Relationship business
Values Demonstrates
Flexibility
Responsiveness Price
Service Customer
Reliability Time
Values Sacrifices
Competence Conflict
Quality
Product
Customization
Values
Alternatives
Source: La Piere 2000 11
12. Standardised personalisation
Low cost â high value service delivery models
High cost
Low cost
Request Work Planning & On site
Diagnosis Dispatching
Handling preparation Scheduling service
(Assisted) Remote
Self Help Resolution
Bench Equipment
Repair Exchange
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13. The most successful service strategies are
Brand and People Driven
Brand Driven
40% â˘Compelling value proposition
â˘Solving complex service challenges
â˘Globally-consistent services
â˘Unique knowledge
â˘Promoting experience
30% â˘Superior Customer Experience
People Driven
ales Growth
â˘Limited ability to differentiate on value proposition
â˘Long-term personal relationships
20% â˘Understanding and addressing specific customer needs
â˘Co-create solutions
â˘Continually build and maintain strong relationships
S
10% Feature Driven
Price Driven â˘Slightly better perceived benefits
â˘Commodity like proposition â˘SLA based, high performance
â˘Cost leadership and economies of scale is key to survival â˘Constant pressure to add extras
0%
-10% -0% 10% 20% 30% 40% 50%
Gross Margin
Driven by Price Feature People Brand
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14. Customer insights required for
Strategic management Operational management
⢠Manage brand perception ⢠Manage and improve delivery
⢠Design service offerings ⢠Improve & manage experience
⢠Design customer experience ⢠Improve customer centricity
(Service) Sales Service Delivery
⢠Recognise challenges of ⢠Recognise context and type of
(potential) customers for customer to deliver desired
consultative selling experience
⢠Recognise sales opportunities ⢠Identify unhappy customers to
fix
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16. Common practices
16
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17. Bain/Enquiry
80% of companies think they deliver
superior experienceâŚ
8% of their customers agreeâŚ
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18. I am satisfied, therefore I buyâŚor⌠?
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19. Reasons
⢠Respons of customer is circumstancial
⢠Setup of research causes bias
⢠Interviewer causes bias
⢠Intangibles are hard to reveal
⢠Unclarity of purposes and requirements
⢠Too much focuss on performance feedback, too little on
insight
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20. Feedback on performance too dominant
Too little focus on insight
⢠Customer metrics used by firms today are predominantly:
ď§ Rear-view mirrors reporting the past
ď§ Dashboards reporting the present
⢠Need to develop âadaptive foresightâ to predict the future by
ď§ Exploring changes in the business environment
ď§ Anticipating customer behaviour
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21. Objectives and approach often not clear
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23. Generic overview of the research process
The success of customer research largely depends on good definition
of objectives and requirements, selecting the appropriate tools
whereby the research conclusions should lead to action
Define
Define purpose Define
method, tools Test & refine
& objectives requirements
and process
Capture
Research Close the loop
information & Analyse
conclusions to customers
data
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24. Example: Identify Value perception
Purchase Delivery Use Maintenance Complete Dismantle
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25. Example: Identify Value perception
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26. Typical challenges
⢠Does customer know?
⢠Limited expectations from your brand?
⢠Limited expectations of employees
⢠Bias from relationship between customer and company
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27. Observations / Video
Call intake by Customer describes Site visit by Customer and
phone or expectations technician Employee
Internet feedback
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28. In-depth interviews Do you need this
service?
X
Do you need this
higher response
time?
X
What are your
challenges? ďź
What is your
strategy? ďź
How do we do
compared to our X
competitors?
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Letâs discuss your
value chain
ďź
29. Customer advisory boards or panels
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30. Frame opportunities and validate with a
survey
9. Reduction logistic costs
8. Improving planning, dispatching and
0% route optimization
100% 22% 7. Reduction costs for communication
90% 0%
10%
80% 6. Reduction repeat visits
70% 14%
0%
0% 5. Improve call avoidance/ improved
60% remote resolution
50%
34% 4. Reducing inventory costs
40%
30% 3. Improvement of cashflow by reducing
time to invoice
20% 19%
2. Lower administrative costs by Back
10%
Office
0%
1
1. Reduction of low value activities in
the field
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31. Example: Design customer experience
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32. Alternative customer navigation paths
Customer may deal with various supppliers during their journey. The
performance of one supplier may effect the perception of other suppliers
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33. Brand values and customer expectations
A good understanding of what is important for the customer and
what is important for the brandsâ positioning will define the
priorities for investment
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34. Example: Monitor customer experience
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35. Event driven experience surveys
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36. Example outcome of experience surveys
Customer Experience Feedback
Actual score Importance for customer
Ease of doing business with
Brand Values as perceived by the customer
Understand my business
Industry leader
Environmental friendly solutions
Keeping technology up-to-date
Demonstrate flexibility in solutions
Reduce process cost
Reliability of solutions offered
Speed of repairs
Average customer rating on a 5 point scale
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37. Agenda
16:00 Welcome & Introduction
16:05 Need for customer insight
16:15 Challenges
16:30 Successful approaches
16:55 Whatâs next?
17:00 Closing
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38. ⢠Public Customer Experience Assessment
⢠Webinars
ď§ ..
ď§ ..
ď§ ..
⢠Roundtable on Customer Insight
⢠Research survey on Low Cost â High Value Service Delivery
Models
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39. Agenda
16:00 Welcome & Introduction
16:05 Need for customer insight
16:15 Challenges
16:30 Successful approaches
16:55 Whatâs next?
17:00 Closing
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40. Thank you
Jan van Veen
jan.vanveen@noventum.eu
+31 645660164
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Editor's Notes
Strategy workshopsCustomer research and feedback solutionsManagement training, like service leadership, service development, service sales, Workforce training like trusted advisor
Altough services are not simple to deliver, the value perceived by the customer on simple product-related services is limited. Tangibles are hard to measure especially in the B2B environment. Intagibles are together the total experience.
Tell example of very advanced and mature company, long practice of measuring satisfaction, loyalty of customers and employees.Discovered high correlation. Predict decrease in revenu from dip in employee satifaction.But had no clue in how to increase revenu or why at some point customers were leaving.
Transactional satisfaction or and loyalty surveysPeriodical surveys loyalty surveysCustomer research surveysInterviews â often questionnaire basedConversations between client and employees (sales â service)
Companies think they do a got job, have high NPS-scores, but their customers donât think the same.
Research from the VU turned out that there is no relation between NPS and repurchase. There is no correlation between satisfaction and repurchase.
Circumstancial:Mood, unstableSituation (buying, choices, alternatives, social pressure)Pain / pleasure, experiencing self versus remembering selfSet up research20/80DMUExternal referencesQuestions being askedInterviewer
Example of Having transactional customer feedback as platform to express unsatisfaction. Only 2% of clients were invited to conduct survey. And have long survey
Message: Before starting a customer research, define purpose! What is it that you are trying to achieve? You need to define, methods tools and process and you need to test and refine them, then capture the data and analyse the data, still an ongoing process.
Exampl
Summary:Insight in changing business challenges, leading to changing expectations and need for customer insightChallenges for gaining customer insights from feedback and researchPresented a few examples of advanced techniques to overcome the challenges and help getting ahead of the pack