In this presentation to the Business Marketing Association of Kansas City (http://www.bmakc.org) Roberta O’Keith of GE reviews GE’s consumer insights approach and process as well as review two specific business case uses regarding consumer need’s based segmentation research as well as voice of customer (VOC) surveys and turning the findings and results of both into marketing action.

1. Voice of the
Customer
B2B
GE Air Filtration –Insights to Action
Best Practice
CX Tool

2. g

3. Presentation Goal
• Get a basic understanding of how you can use
market research and the insights gained to
implement small changes within your
organization

4. Presentation Agenda
• Review GE’s Customer Insights Approach and
Process
• Business Case Example: GE Air Filtration;
Using Needs-Based Segmentation Research to
take Action
• Business Case Example: GE Air Filtration;
Using a VOC Business Survey to take Action
• Summary

5. GE Air Filtration
Strategy
• Helps customers achieve air quality and plant performance
goals with products and solutions for Gas Turbine Inlet
Filtration and Industrial Filtration.
• With more than 40 years in air quality management expertise
to serve our customers, Air Filtration is committed to
improving power plant performance and helping the world’s
infrastructures run cleaner, smarter and more efficiently.
Products
• Gas Turbine Inlet Systems
• Gas Turbine Inlet Filters
• Bags & Cages
• Pleated Filters
• Membrane Technology
• Performance Fabrics & Micro Filtration
• Baghouse Accessories & Replacement Parts
• Acoustic & Impulse Cleaning Systems

6. Gas Turbine Inlet Systems &
Filtration
Industrial Filtration Filtration Membrane &
Media
•2006 – Acquired Altair Filter
Technology Ltd.
•Legacy of O&G
offshore/marine, 2008 began
PG offerings
•Asia, Europe, MEA, Latin
America, North America
•2004 – Acquired BHA Group
•Air pollution control, product
collection–utilities, mining,
metals, food & beverage,
pharma, petrochemical, non-
conventional fuels
•Strong N. America franchise,
growing Latin America
•2004 – Acquired BHA Group
•ePTFE membrane for air
pollution control,
microfiltration, automotive,
military, outdoor fabrics
•Asia, Europe, North America
6
GE Air Filtration

7. Our Foundation
Search &
Connect
Inquiry to
Order
Order to
Remittance
Post
Delivery

8. Market
Knowledge
Segmentation
& Targeting
Value
Creation
Go-To-Market Process
Basic Go To Market Process
Commercial
Activation
• Market Trends
• Competitive
Landscape
• Customer Needs
• Segment Profiling
• Customer
preferences
• Value Proposition
• Go to Market Plan
• Competitive
Positioning
• Pricing
• Marketing Execution
• Branding

9. Segmentation
1. Needs Based Segmentation Research
Objective:
Understand what drives our customer to purchase our
products and what are their key needs

10. Segmentation answers the critical
questions …
 What do our customers ‘look
like’? Key characteristics…
 What are their key needs?
 What drives their purchase
decision?

11. Tagging your customer database can help
you understand:
• Who are our most profitable customers?
• How many more prospects look like them?
How can you better serve them?
Resource targeting
 Leads, rep activity, approval, servicing
Solution tailoring
 Price, distribution, communication /advertising
 Products, Services, Innovation
How to use Segmentation in your
business…

12. Segmentation Study Results
• Clear Segment Needs/ Behaviors
emerged
• Developed detailed segment
profiles that included; top
influences, key purchase drivers,
suggested solutions, and talking
points

13. Gathering Customer Insights – Phase 2
1. Needs Based Segmentation Research
2. Operational Business Survey
Sales Aids & Marketing Tools
More Targeted Value Propositions
NPI Support
Business Process Improvements
Customer Journey Map
Resulted in:
Objective: To define what customers expected
out of a supplier across and establish baselines
Objective: Understand what drives our customer to purchase our products and
what are their key needs

14. 1. Baseline - Establish a baseline
2. Customer Care – Quantifiable definitions related to
responsiveness and customer expectations
3. Retention – Identify actions to keep customers longer
and drive more profitable business
4. Win-Back – Identify customers leave suppliers
5. Competitive Intel – Gain pertinent intel and
benchmarking
Survey Objectives & Goals

15. Responsiveness
A. Customers expect 24 hour turnaround from their
supplier on any question or issue they may have
B. Customers expect to get a live person every time
they call a suppliers
C. Customers expect order status information when
they call
Customer Retention/ Win-back
A. Customers leave their suppliers primarily due to
better pricing from another
B. Customers leave their current supplier due to a
poor customer experience
Survey Hypothesis

16. 1. Validation of Key
Purchase Drivers
(rate)
2. How are we rated
against our
competitors on
those KPD’s
3. Retention Drivers
4. Win-back
5. Competitive Intel
Quality
• Product
• Service
Price
Customer
Experience
• Quote
• Order
• Delivery
• Service
• Technical Support
• Billing/ Invoicing
Brand/ Reputation
• Familiarity
• Consideration
Topics: Related to:
Survey Categories

17. Validated Key Purchase Drivers
73%
72%
58%
57%
55%
50%
46%
44%
41%
37%
33%
33%
28%
27%
26%
26%
20%
23%
35%
30%
34%
37%
36%
37%
40%
44%
37%
37%
36%
37%
37%
38%
5%
4%
10%
8%
11%
16%
15%
17%
17%
23%
25%
27%
26%
28%
26%
5%
Quality
Delivery
Responsiveness
ROI
Tech Support
Product Perf Guaranty
Supplier Reputation
Customer Service
Sales Support
Quote Cycle Time
Single Point of Contact
Low Purchase Price
Web Capabilities
Flexible Warranty Terms
Supplier used for a long time
Local inventory
Very important Somewhat important Neither Somewhat unimportant Very unimportant

18. Responsiveness
A. Customers expect 24 hour turnaround from their
supplier on any question or issue they may have
B. Customers expect to get a live person every time
they call a suppliers
C. Customers expect order status information when
they call
Customer Retention/ Win-back
A. Customers leave their suppliers primarily due to
better pricing from another
B. Customers leave their current supplier due to a
poor customer experience
Survey Hypothesis

19. Responsiveness
 Customers expect 24 hour turnaround
from their supplier on any question or
issue they may have
 Customers expect to get a live person
every time they call a suppliers
Customer Retention/ Win-back
 Customers leave their suppliers
primarily due to better pricing from
another
 Customers leave their current supplier
due to a poor customer experience
Operational Business Survey Summary
Quotes – expect 24 hour turn
Delivery – expect 2 weeks or less
Cust Serv – want answer in < 24 hrs
Tech Support – want answer on the
phone
Price – 63% leave due to price
Cust Serv – 49% of IF customers leave
because of customer service issues
Product Quality – 53% of GTI customers
leave due to poor quality
Customers Expect
Retention Drivers

20. Resulted In:
• Business Metrics
• Cost out = Competitiveness
• Process Improvements
• Product Quality Improvements
Survey Results and Actions

21. Customer Insights Project Summary
1. Needs Based Segmentation Research
2. Operational Business Survey
Sales Aids & Marketing Tools
More Targeted Value Propositions
NPI Support
Business Process Improvements
Customer Journey Map
Resulted in:
Objective: To define what customers expected out of a supplier across
Objective: Understand what drives our customer to purchase our products and
what are their key needs
Established baseline metrics
Better understanding of our competitors
offerings
Identified win-back opportunities
Resulted in:

22. Summary: Taking Insights into Action
Insights From:
Market Research
Various VOC
NPS Data
Performance Metrics
Business Process Improvements
Corporate Priorities
= Overall Improved
Customer Experience
Drives
Evidenced by a 68% increase in TNPS score over ‘11

23. Voice of the
Customer
B2B
Roberta O’Keith, CXPA Board Member
(816) 313-4804 work
(913) 221-5214 cell
Roberta.o’keith@ge.com
rokeith70@yahoo.com
CX Tool