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.
1. Customer centricity:
still in its infancy?
by Ramon Pardo, Managing Director InSites Consulting the Netherlands
New York I Timisoara I London I Rotterdam I Ghent
www.insites-consulting.com
2. Customer Centricity
Status research in Service Industries
The main research objective?
Validating a Customer Centric framework across
industries and thus understanding the progress
organisations from different Service Industries have made
in 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
database
Download the full SAS whitepaper for more
information (Dutch version – English will be available
from February 18, 2013).
3. “If your eyes are facing your boss,
your back is facing your customer”
19. The thruth is:
you are stuck in the middle.
Lot’s of opportunities to become more customer centric.
19
20. 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
21. Guiding customers through
the customer relation.
Towards a great experience Knowing and managing
in all touchpoints. the current & future value of customers.
21
24. 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
25. 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
32. “The customer as starting point of everything”
“The customer Only LINKS THIS TO MARKETING /
central” 10% SALES ONLY
Putting the
CUSTOMER
CENTRICITY
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
43. 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
44. The thruth is:
you are stuck in the middle.
Lot’s of opportunities to become more customer centric.
44
46. 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
48. Real time collection of customer behavior data
is seen as really important.
38% thinks collecting real time data is really important
4% is collecting all real time data sources in real time
39% to some extend
48
49. Real-time Real-time
difficult
data collection data action
49
52. Customer centricity is far from mature
Companies are learning are predominantly in a learning stage
Q: 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 = 5.0
Q: 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
65. Customer Centricity
Status research in Service Industries
The main research objective?
Validating a Customer Centric framework across
industries and thus understanding the progress
organisations from different Service Industries have made
in 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
database
Download the full SAS whitepaper for more
information (Dutch version – English will be available
from February 18, 2013).
66. Thank you!
Ramon Pardo, Managing Director
InSites Consulting NL
@pardochi
http://nl.linkedin.com/in/ramonatinsites
+31 10 742 10 31
Ramon.pardo@insites-consulting.com
New York I Timisoara I London I Rotterdam I Ghent
www.insites-consulting.com