Based on a dataset of 150 respondents, we present you the results of a quantitative study we conducted in collaboration with MCH Consultancy on the organization's readiness to deliver on customer experience.

1. It is recommended to view this
presentation in full screen mode
ORGANIZATION’S READINESS TO DELIVER ON
CUSTOMER EXPERIENCE
RICHARD CRAMER
BJÖRN BIERHAALDER
DEVA RANGARJAN
BERT PAESBRUGGHE

2. AGENDA
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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

3. METHODOLOGY

4. 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
4 © Vlerick Business School

5. PERCEIVED
IMPORTANCE
VERSUS
PERFORMANCE
IN GENERAL

6. IN GENERAL
On average, the perceived performance is
4
scoring weaker than the perceived importance
3.5
for each statement
3
“On average 2.5
we are performing less good than we
would like 2
to be performing: actual performance
is less than 1.5
we would like to see.”
1
The top four important and top three
0.5
performance statements have at least one thing
in common: collaboration
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How
important
is this
statement
for the
company?
How is the
company
performing
for this
statement?
3.97
3.22
Average score on 5

7. NEGATIVE CORRELATION BETWEEN WHAT IS
PERCEIVED AS IMPORTANT AND THE GAP WITH THE
ACTUAL REALITY OF ALL STATEMENTS
Average score on 5
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The lower the
perceived
importance is, the
higher the variance
will be.
Variance Importance
Importance
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
5
4
3
2
1

8. High 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 with
partners (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 and
process responsibility is in place
-Having active rotation of personnel across
functionalities/departments
Low Importance

9. High 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 with
partners (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 and
process responsibility is in place
-Having active rotation of personnel across
functionalities/departments
Low Importance

10. 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 waarom
vinden we het niet belangrijk om ze erop te
selecteren?
partners
We vinden het belangrijk om samen te werken,
gaan we dat ook actief organiseren?
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11. RANKING OF THE BIGGEST GAPS: WHERE DO
WE WANT TO PERFORM BETTER?
1. We have a good CRM tool to help our customer
Understanding of the latent
Using findings of customer
satisfaction results
Go-to-market strategy
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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
needs
CRM
Gap
Gap

12. CEO
VERSUS
BUM

13. 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
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BUSINESS UNIT MANAGER
Improve collaboration
Av. on importance: 4,06
Av. on performance: 3,34
>hands-on mentality
13

14. 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 forces
are 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
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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
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15. B2B
VERSUS
B2B+B2C
COMPANIES

16. IMPORTANCE - PERFORMANCE
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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?)

17. BIGGEST GAPS IN PERCEPTION OF WHAT IS
IMPORTANT BETWEEN B2B AND B2B+B2C
Average size of the gap on a 5 point scale
1. Efficiency in our organization relates directly to
being more customer centric
Efficiency in our organization
relates to customer centricity
2. We have a good CRM tool to help our customer facing
employees be more productive
0.68
3. Cross departmental task forces are used
CRM
frequently to discuss customer issues and solutions
4. We constantly measure the level of customer
0.61
Cross-departmental task forces
satisfaction with our product/service offerings
Measuring the level of customer
5. We have a clear, well defined Go-to-Market
0.57
satisfaction
strategies for our markets (Go-to-Market strategies
will Well-include defined go-Key to-account market
Management Policies,
Dealer/Installer strategies
Management Policies, E-0.56
Commerce
Policies, etc.)
6. We focus on well-defined customer segments with
specific customer needs
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0.51
0.66
0 0.5 1
well-defined customer segments
Average size of
the gap on a 5
point scale

18. SME
VERSUS
LPOC
(LARGER PRIVATELY
OWNED COMPANIES)

19. 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.
PPoossssibiblele eexxpplalannaattioionn:: STohmeree sitsa ate nmeeendt sfo arr oet nhoetr rceoaolrlyd inapatpiloicna mble cfhoar nSisMmEs?
to share information amongst personnel when the company is larger?
19 © Vlerick Business School

20. THANK YOU!
RICHARD.CRAMER@MCH-CONSULTANCY.NL
BJORN.BIERHAALDER@MCH-CONSULTANCY.NL
DEVA.RANGARJAN@VLERICK.COM
BERT.PAESBRUGGHE@VLERICK.COM