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Customer centricity: still in its infancy?

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Customer centricity: still in its infancy? presented by Ramon Pardo, Managing Director InSites Consulting NL for SAS. The purpose of this SAS research in collaboration with InSites Consulting was to validate a customer centric framework across industries and thus understand the progress organisations from different service industries have made in becoming more customer centric.

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Customer centricity: still in its infancy?

  1. 1. Customer centricity: still in its infancy? by Ramon Pardo, Managing Director InSites Consulting the NetherlandsNew York I Timisoara I London I Rotterdam I Ghent www.insites-consulting.com
  2. 2. Customer CentricityStatus research in Service IndustriesThe main research objective?Validating a Customer Centric framework acrossindustries and thus understanding the progressorganisations from different Service Industries have madein becoming more Customer Centric.What did we do?• Qualitative in-depth online interviews with business people from each of the industries• Online questionnaire via Social Media & SAS databaseDownload the full SAS whitepaper for moreinformation (Dutch version – English will be availablefrom February 18, 2013).
  3. 3. “If your eyes are facing your boss,your back is facing your customer”
  4. 4. ………………………………………….………..……………..………………………………………… And you?Are you customer centric?………………………………………….………..……………..…………………………………………
  5. 5. About 10% states:We are NOT customer centric at all! 17
  6. 6. About 10% states:We are VERY customer centric! 18
  7. 7. The thruth is: you are stuck in the middle.Lot’s of opportunities to become more customer centric. 19
  8. 8. Customer centricity is far from mature 50% 40% 43% Number of companies 30% 28% 20% 15% 10% 4% 10% 0% SELF-CENTRIC AMBITIOUS LEARNING EXPERIENCED MATURE 0-2 (score: 0-2) 3-4 (score: 3-4) 5-6 (score: 5-6) 7-8 (score: 7-8) 9-10 (score: 9-10) Level of Maturity 20
  9. 9. Guiding customers through the customer relation.Towards a great experience Knowing and managingin all touchpoints. the current & future value of customers. 21
  10. 10. Let’s look at some facts & figures 22
  11. 11. Putting theCUSTOMER customerCENTRICITY central 23
  12. 12. HAS A GOOD IDEA WHAT „CUSTOMER CENTRICITY‟ STANDS FOR.88 % GOAL: IMPROVING SERVICE “A well-organized front-end “Give the client value-for- and quick service” money” 24
  13. 13. Customer centricity is focused on existing customer base. Q: What are the 5 main benefits of becoming a truly customer-centric company? Increase loyalty among existing customers 31% 50% Increase satisfaction among existing customers 24% 40% Optimize product / service offer 8% 56% Reaching out to new customers 6% 47% Seeking active interaction with customers 10% 43% Communicate more effectively 4% 42% Increase revenue 8% 35% Sell more products / services Optimize value-for-money of your marketing 4% 21% investments 1% 22% Seeking active interaction with key influential (e.g. a lot of influence via social media) 4% 15%Coping with competitors who are becoming customer centric 19% Optimize pricing 8% Other Strongest benefit Strong benefit (2 - 5) Weak benefit 25
  14. 14. Are we ‘somehow’ customer centric? 26
  15. 15. ………………………………………….………..……………..………………………………………… Marketing is too important to leave it to the marketers………………………………………….………..……………..…………………………………………
  16. 16. ………………………………………….………..……………..………………………………………… However, there is a positive feeling………………………………………….………..……………..…………………………………………
  17. 17. ………………………………………….………..……………..………………………………………… 66% “We are making progress”………………………………………….………..……………..…………………………………………
  18. 18. ………………………………………….………..……………..………………………………………… 4/10“We are better than the market”………………………………………….………..……………..…………………………………………
  19. 19. Putting theCUSTOMER customerCENTRICITY central 31
  20. 20. “The customer as starting point of everything” “The customer Only LINKS THIS TO MARKETING / central” 10% SALES ONLY Putting theCUSTOMERCENTRICITY customer central BY LISTENING! ≥ observing “Acting customer-focused. “Use own data to listen” Listening to the customer, for example via market research” NEED FOR KNOWLEDGE • Inzichten • Interactie • Improvement 32
  21. 21. 90% 44%88% 69% 76% 46% 33
  22. 22. 34
  23. 23. About 1/3 companies investsin personalization of products, communication, prices… to optimize the experience. 35
  24. 24. 36
  25. 25. Less than 25% has goodknowledge about potentialcustomer value 37
  26. 26. Social….What? 38
  27. 27. ………………………………………….………..……………..…………………………………………“if you‟re not thinking in segments, you are not thinking at all‟………………………………………….………..……………..…………………………………………
  28. 28. ………………………………………….………..……………..………………………………………… 54%is not really thinking in segments…………………………………………….………..……………..…………………………………………
  29. 29. 41
  30. 30. Very limited focus on maximizing customer loyalty. 42
  31. 31. Customer centricity is far from mature CUSTOMER CENTRICITY 50% CUSTOMER EXPERIENCE CUSTOMER LIFECYCLE CUSTOMER VALUE 40% Number of companies 30% 28% 20% 10% 0% SELF-CENTRIC AMBITIOUS LEARNING EXPERIENCED MATURE 0-2 (score: 0-2) 3-4 (score: 3-4) 5-6 (score: 5-6) 7-8 (score: 7-8) 9-10 (score: 9-10) Level of Maturity Limited to non-existent Limited access to Learning in applying Extensive experience in Customer Centricity knowledge and absolutely knowledge and tools and customer centric using customer centric philosophy is fully no ambition to become ambitious while having knowledge and using tools and knowledge in a integrated in the whole customer centric few experience tools, though experience wide range of company limited to certain departments departments. 43
  32. 32. The thruth is: you are stuck in the middle.Lot’s of opportunities to become more customer centric. 44
  33. 33. ………………………………………….………..……………..………………………………………… How to get there: What are your priorities?………………………………………….………..……………..…………………………………………
  34. 34. importance Company culture Research (QL & QT) Analytical CRM Customer intelligence solutions Social media analysis Applying contact strategy Multichannel solutions Integration of offline channels Hiring employees & Using business analytics consultants for customer centricity projects. Current performance 46
  35. 35. …………………………………………..…CustomerCentricityThe science of managingexpectations.…………………………………………..…
  36. 36. Real time collection of customer behavior datais seen as really important.38% thinks collecting real time data is really important4% is collecting all real time data sources in real time39% to some extend 48
  37. 37. Real-time Real-time difficultdata collection data action 49
  38. 38. 50
  39. 39. ………………………………………….………..……………..………………………………………… How to get there?………………………………………….………..……………..…………………………………………
  40. 40. Customer centricity is far from matureCompanies are learning are predominantly in a learning stageQ: To what extent is your company involved in the following aspects related to the customer lifecycle?Q: To what extent is your company involved in the following aspects related to the customer experience? CUSTOMER CENTRICITY: mean = 5.0Q: To what extent is your company involved in the following aspects related to the customer value?N (Total) = 72 50%Filter = None 40% 43% Number of companies 30% 28% 20% 15% Become more customer centric… 10% 4% 10% 0% SELF-CENTRIC AMBITIOUS LEARNING EXPERIENCED MATURE 0-2 (score: 0-2) 3-4 (score: 3-4) 5-6 (score: 5-6) 7-8 (score: 7-8) 9-10 (score: 9-10) Level of Maturity Limited to non-existent Limited access to Learning in applying Extensive experience in Customer Centricity knowledge and absolutely knowledge and tools and customer centric using customer centric philosophy is fully no ambition to become ambitious while having knowledge and using tools and knowledge in a integrated in the whole customer centric few experience tools, though experience wide range of company limited to certain departments departments. 52
  41. 41. ………………………………………….………..……………..…………………………………………A true customer centric Company Culture………………………………………….………..……………..…………………………………………
  42. 42. ………………………………………….………..……………..…………………………………………A true customer centric Company Culture………………………………………….………..……………..………………………………………… Push the culture to the next level
  43. 43. ………………………………………….………..……………..………………………………………… Create a fantastic Customer Experience………………………………………….………..……………..…………………………………………AvoidServiceschizophrenia
  44. 44. Start everymeeting witha story abouta customer.
  45. 45. Create a listening cultureby sharing customer stories.
  46. 46. ………………………………………….………..……………..…………………………………………A true customer centric Company Culture………………………………………….………..……………..………………………………………… Push the culture to the next level Capture the customer data
  47. 47. 59
  48. 48. “Data is the new oil” 60
  49. 49. ………………………………………….………..……………..…………………………………………A true customer centric Company Culture………………………………………….………..……………..………………………………………… Push the culture to the next level Capture the customer data Create real time applications
  50. 50. 62
  51. 51. ………………………………………….………..……………..………………………………………… And remember…………………………………………….………..……………..…………………………………………
  52. 52. ………………………………………….………..……………..…………………………………………When your eyes are facing your boss, your back is facing the customer.………………………………………….………..……………..…………………………………………
  53. 53. Customer CentricityStatus research in Service IndustriesThe main research objective?Validating a Customer Centric framework acrossindustries and thus understanding the progressorganisations from different Service Industries have madein becoming more Customer Centric.What did we do?• Qualitative in-depth online interviews with business people from each of the industries• Online questionnaire via Social Media & SAS databaseDownload the full SAS whitepaper for moreinformation (Dutch version – English will be availablefrom February 18, 2013).
  54. 54. Thank you!Ramon Pardo, Managing DirectorInSites Consulting NL @pardochi http://nl.linkedin.com/in/ramonatinsites +31 10 742 10 31 Ramon.pardo@insites-consulting.comNew York I Timisoara I London I Rotterdam I Ghent www.insites-consulting.com
  55. 55. ………………………………………….………..……………..………………………………………… Thank you!………………………………………….………..……………..…………………………………………

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