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BSH Home Appliances Optimize Consumer Rebate ROI​

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A digital transformation case study:
A long-standing client of 360insights, BSH Home Appliances was the beta client for 360’s enhanced Consumer Rebates portal and has continued to operate their rebate programs on the platform for nearly four years so far. During this time, they have consistently realized gains in client satisfaction, program ROI and their ability to continuously optimize their programs and spend through the insights the team has drawn from program data.

This presentation centres around a high-level discussion of the journey and subsequent advantages that BSH has found through embracing digital transformation of the consumer rebate programs.

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BSH Home Appliances Optimize Consumer Rebate ROI​

  1. 1. BSH Home Appliances Optimize Consumer Rebate ROI Leveraging 360insights’ ChannelSuccess Platform™
  2. 2. Kristen Conner Director of Risk & Compliance Hello – A Brief Introduction of Your Presenters Michael Glenn Manager, Retail Channel M ichael brings years of operational and financial expertise to his role overseeing the successful execution of BSH’s retail channel go-to-market strategy. He has successfully implemented dozens of programs that focus on efficiencies w ithin BSH’s independent retail channel,as w ell as aligning incentive programs with the strategic vision of BSH’s respective brands. M ichael has also been a trustedadvisor to360insights on a variety of topics focused on the dealer persona. Mary Weston Senior Sales Analyst Manny Elawar Director, Client Success M ary has been part of the Sales Operations team at BSH for over 7 years managing key relationships and executing effectivechannel incentives for consumers and the trade. With extensive experience in sales, marketing,and retail/w holesale operations and logistics,M ary has a proven track record of developing incentive programs and procedures that drive desirableoutcomes. Kristen Conner, a Certified Fraud Examiner,w ith a degree in Criminology from UOIT,has been w orking in the Fraud M anagement industry for over 10years. She started and developed her career w ithin one of the Top 5 Banks in Canada, before transitioning to 360nsights in 2015. She is currently the Director of Risk and Compliance and is passionate about preventing,detecting and investigatingfraud w hile developing complex control mechanisms. Here at 360,she has lead the charge on preventing and recovering over $300Million Dollars thus far. M anny joined 360insights in 2016 after 9 years at BlackBerry. At BlackBerry,M anny assumed roles ranging from Softw are Development,to Enterprise SoftwareSales. Now at 360,M anny specializes in ensuring his clients successfully leverage 360’sproduct suite toachieve their channel incentive goals,and optimize ROI on their channel incentive spend.
  3. 3. AGENDA Background – 2011 to Today Solving the Original Business Problem – Fraud Reduction Program ROI – Incentive Industry Benchmarking Program ROI – Brand Sentiment/CX Program ROI – Savings vs. Service Fees
  4. 4. THE ORIGINAL PROBLEM: INCENTIVE FRAUD USING RACTO PREVENT FRAUD USING BENCHMARKS TO OPTIMIZE IMPROVINGTHE CUSTOMER EXPERIENCE
  5. 5. Paper claims adjudication process Rebate Process Vulnerabilities Too many claims to have people audit every single one Random audits reveal some fraud is occurring Auditor highlights potential fraud in an audit report Processing is slow and not very consumer friendly 1 2 34 5 A MANUAL COMPLIANCE PROCESS IS NOT ONLY INEFFICIENT, IT EXHAUSTS CRITICAL RESPONSE TIME MAKING COMPANIES VULNERABLE—HURTING YOUR BRAND AND PROGRAM ROI.
  6. 6. THE WORLD OF INCENTIVES IS A WORLD OF FRAUD
  7. 7. People commit fraud when pressure, opportunity & rationalizationpresent themselvesto the individual. ✓ Pressurecould come frommonetary problems or greed ✓ Incentives & Consumer rebates present individuals with the opportunity ✓ Rationalization when one can justify an unethical action Why Do People Commit Fraud? WHERE THERE IS ANY FORM OF INCENTIVE,THERE WILL ALWAYS BE FRAUD THE FRAUDTRIANGLE
  8. 8. What Are Stats for Fraud Today? “The medianresponse providedby these CFEs is that organizations lose 5% of their annual revenues to fraud.” 2018 Report of the Nations, produced bythe Association of Certified Fraud Examiners, based on those CFE’s surveyed WHAT WE SEE AT 360 At first, decline rates for new programscan be as high as 14% and after the first few months we usually see it dip down as low as 4%. NON-COMPLIANT CLAIMS Claimants just drop out of the program after being declined or put on hold by our RAC process. This is the result of fraudsters trying out the new program and looking for loopholes LEGITIMATE CLAIM With a legitimate claim, you’ll normally see, Declined or on-hold claimant get back to us with missing, required or otherwise previously in-question claim information. INDENTIYING THE GOOD & BAD CLAIMS
  9. 9. The Old Audit Process Claim Details Calculations Geographies IDs / SKUs Invoice Validation Program Dates Unit Pricing Approvals Denials Duplications Resellers Payments Program Rules Comparisons Tiers / Levels Transactions The auditor burned the midnight oil, looking up claim details — a very time-intensive — an imperfect process
  10. 10. Audit Efficiency Through Technology CHANNEL SUCCESS PLATFORM WORKFLOW Technology Driven Audit Process
  11. 11. PREVENTION & DETECTION 100% digital audit for claim compliance to identify and reduce erroneous or non-compliantactivity. INVESTIGATION Formal Audit Rev iews ofconsumer & channel incentives and resellers to identify un-substantiated claims. IDENTIFICATION & EXAMINATION Reportingdesigned to identify and analyze transactions andenable trend identification &examination. 360insights Risk & Compliance (RAC) Services Risk & Compliance — 360 Approach
  12. 12. Put Your Focus on Prevention THE BEST WAY TO COMBAT FRAUD IS TO PREVENT IT — IT IS MUCH HARDER TO DETECT IT ✓ Perception of detection is one of the most effective way to prevent fraud (The fear of being detectedacts as a control mechanism) ✓ Following the Patterns and Trends in Data is the most important practice to uncoverfraudulent activity and the key ingredient to building preventative practices in the system
  13. 13. Digitalization Fraudsters will try different ways to test any system whether it be a manual process or on a platform, find loop holes or gaps “opportunity” to which they can attempt to commit fraud. NEED ALL THE DATA We need data and all the datapoints that liv e withthe data PATTERNS & TRENDS From complete data we can find the fraud patterns &trends PREVENTIVE ACTION From the patterns and trends we can control and prevent fraud This does not exist when data lives in boxes tucked away. Review mass amounts of data against known fraud patterns and trends to prevent fraud. Digitization allows us the opportunity to change with the fraud as we identify it in data. GOING DIGITAL ALLOWS FOR:
  14. 14. Top Violators Dealer Total Transactions Red Transactions % Red 150 35 23% 108 38 35% 93 63 68% 28 7 25% 28 7 25% 21 21 100%
  15. 15. PROGRAM ROI: INCENTIVE INDUSTRY BENCHMARKING
  16. 16. Channel Marketing. Driven. • Necessary evil? • Pull tactic? • “Final Interaction”? Consumer Rebates
  17. 17. Rebates– Average Claim Payout AVERAGE SELL PRICE BAND AVERAGECLAIMPAYOUT BOSCH US THERMADOR SELECT COMPARABLEBRANDS 2018 2017 2018 2017 2018 2017 $0 - $700 $701 - $1500 $1500+
  18. 18. Rebates – Average Sell Price Band - $701 - $1,500 PRODUCTLINE CATEGORY AVERAGECLAIMPAYOUT BOSCH US THERMADOR SELECT COMPARABLEBRANDS 2018 2017 2018 2017 2018 2017 Cooking N/A N/A Dishwasher N/A N/A Laundry N/A N/A N/A N/A Microwave N/A N/A Ventilation N/A N/A
  19. 19. PROGRAM ROI: BRAND SENTIMENT/CX
  20. 20. The CX Opportunity *Source: Econsultancy, Digital Marketing Trends for 2019 CUSTOMER EXPERIENCE CONTENT MARKETING MOBILE PERSONALIZATION SOCIAL 22% 15% 13% 11% 7% MOST EXCITING BUSINESS OPPORTUNITY
  21. 21. The Role of CX in Growth Strategy The top three reasons whybusinesses proactively manage and invest in customer experienceare to: WHY IMPROVE THE CUSTOMER EXPERIENCE? 42% 32% 33% Addressing each of these reasons can positivelyimpact bottom line revenue IMPROVE CUSTOMER RETENTION1 IMPROVE CUSTOMER SATISFACTION2 INCREASE CROSS-SELLING & UP-SELLING3
  22. 22. A SimplifiedUser Experience
  23. 23. A Data-Driven Workflow
  24. 24. How Do We Calculate It? DETRACTORS PROMOTORSNEUTRALS PROMOTORS % DETRACTORS %minus = NPS SCORE
  25. 25. What Does The Score Mean? NEEDS IMPROVEMENT (-100 - 0) CHANNEL IMPROVEMENT RATINGS -100 0 30 70 100 GOOD (0 - 30) GREAT (30 - 70) EXCELLENT (70 - 100)
  26. 26. Product NPS BSH NPS ON PAR WITH INDUSTRY 0 10 20 30 40 50 60 70 BSH Brand A Brand B PRODUCT NPS BRAND COMPARISON Last 30 Days Last 180 Days
  27. 27. NPS by Month — Brand 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Jan-2018 Feb-2018 Mar-2018 Apr-2018 May-2018 Jun-2018 Jul-2018 Aug-2018 Sep-2018 Oct-2018 Nov-2018 CONTACT CENTER NPS BY MONTH - BRAND
  28. 28. NPS by Month — Experience 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Contact Center NPS by Month - Experience
  29. 29. PROGRAM ROI: SAVINGS vs. SERVICE FEES
  30. 30. Summary: January 1 – December 31, 2017 * Industry Average is based on Select Brands. Transactions Processed Total Value Transactions Transactions Processed Total Value Transactions Declined Transactions Declined Transactions Declined Transactions Declined Transactions Decline Rate Savings Decline Rate Savings Industry Averages Decline Rates Industry Averages Decline Rates EXPRESS REBATES SPIFFS BOSCH US
  31. 31. CONCLUSION 1. DATA INFORMS WINNING STRATEGY 2. CX IS A POWERFUL, STILL-EMERGING OPPORTUNITY & CAN BE MEASURED MEANINGFULLY 3. 100% AUDIT REVEALS COMPELLING UPSIDE
  32. 32. QUESTIONS? WE HAVE ANSWERS.

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