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Customer Insights

Transcript: Customer Insights “Strategy without Tactics is the slowest route to victory. Tactics without Strategy is the noise before defeat.” Sun Tzu - The Art of War “Strategy without Tactics is the slowest route to victo... CURRENT FINANCES CURRENT FINANCES WHY ARE WE THE BEST? WHY ARE WE THE BEST? GOAL GOAL KPI KPI TARGET MARKET TARGET MARKET STRATEGY TIMELINE #1 #2 #3 #4 STRATEGY FOCUS TOPICS FOCUS TOPICS #1 #2 #3 FINANCIAL PROJECTION FINANCIAL PROJECTION NOW

Santander Customer Insights

Transcript: Santander- NPS YOUR COMPANY LOGO What is NPS? NPS is the Santander key customer metric. It measures customer’s willingness to return for another purchase or service, as well as to make a recommendation to their family, friends, or colleagues. Executive Summary Detractors, Passives and Promoters NPS is calculated based on responses to a single question: “Based on your recent experience, how likely are you to recommend Santander to a relative or friend?”. Detractors <= 6 Passives 7 or 8 Promoters 9 or 10 How is it calculated? NPS is calculated by subtracting the percentage of customers who are detractors from the percentage of customers who are promoters. NPS score formula: % Promoters- % Detractors x 100 The NPS Formula The NPS method describes a reliable and practical way of determining customer’s satisfaction with Santander’s goods and services and is linked to our strategic priority of customer loyalty. NPS closely correlates with a company’s growth and commercial outcomes. Customers are three times less likely to leave and two times more likely to buy if they are a promoter. Benefits of high NPS CMA report Feb-Aug - drop in overall service quality services from 67 to 66% - drop in online and banking services from 73 to 72% - drop in services in branch from 73 to 72% - Jump in services in branches and business centers from 55 to 56% - Jump in online and mobile banking services from 75 to 76% - Jump in overdraft services from 60 60 65% Analysis Competitive Analysis Competitive Analysis Handlesbanken First Direct Top Overall Service Quality 85% Top SME overdraft services 81% Top relationship/account management 91% Top services in branch 78% Top overdraft services 77% Top online and banking services 83% Further Analysis Online VS branches how many branches does santander have? Are there too many branches to operate efficiently NPS Scores in Branches NPS score was highest in Scotland and Wales branches- 66 in comparison to East Midlands as the lowest 53. Scores of 9 were given on the basis of staff helpfullness and willingnes to listen Customer First Analysis NPS Scores in Contact Centre NPS score was highest in Glasgow- 59 in comparison to Milton Keynes as the lowest 46. No branch achieved a score of 9. Solution 1 Evaluate the best performing branches Analyse their staff performances against the metrics that received a 9 Train other staff members on lesser branches Solution 1 Solution 2 Solution 2 Focus on negative customer feedback- such as those around waiting times and customer security issues. Analysis Plus Point Data NPS score was highest across business managers- 69 whilst branch staff achieved 62 and contact centre staff achieved 59. Solution 3 Solution 3 Cross train staff Allow contact center staff to shadow Business managers and branch staff members. Analysis Financial Research Survey Santander Products- highest NPS is current accounts (28) whilst lowest was insurance (5). Santander Ways to Bank- highest NPS is branch (41) whilst lowest was mobile (1). Solution 4 Product offerings, ranges and value for money need to be improved in order to rise NPS scores. Mobile banking needs to be an area of immediate attention as customer support and staff knowledge is limited. Cyber security courses should be implemented to staff training. Solution 4 Advice Advice Timeline Timeline Focus on negative reviews Work on increasing NPS scores Introduce staff rewards in accordance to NPS Implement staff training across areas of mobile banking

Customer Insights

Transcript: Customer Insights Group: Rachel, Yuko, Landon, Victoria, Bailey and Erin For this group project we were asked to collect information on consumer insights and why students chose St. Lawrence College. We surveyed a total of 60 different people asking the same three questions; - Where are you from? - What program are you registered in and why did you choose SLC? - Why are you pursuing a college education? And these are the results: Question 1: Where are you from? Question 2: What program are you in? Why did you pick St. Lawrence? Question 3; Why are you pursuing a college education? What can SLC do to further their advertising based on results? - advertising in high schools in the area and farther away - send a student representative (SA) to go and talk to students one on one - advertising in malls to reach a younger demographic - online advertising (social media) After surveying 60 different people, we found that: - most of the students that attend SLC live within an hours distance - the majority of the students we surveyed are studying health and science (nursing, pre health) - most students chose SLC because it is close to home - almost all students chose to pursue a college education to attain a good job after post secondary education Any questions from the class?

Customer Insights

Transcript: Best used to show how something has evolved throughout time or to tell a story in a chronological order. Can be used to tell a brand story, historical development of things such as trends & products & others. Are accompanied by icons, images and other visual elements. Mixed Charts Malcolm Bugeja Darren Magri Andreas Willie Types of Infographics Represents location-based information. Can be presented by highlighting/shading parts of a map or overlaying shapes on top of the map. Infographics Informational Technically, if we go way back in time, infographics were firstly represented by cavemen when they drew on the walls. The earliest recorded forms of visualisation arose from the first maps. The fundamentals of measuring time, distance, surveying, map making and spacial geometry were formed & understood in the 1600s The last decade saw an outburst of infographics online. No sector was left untouched by this growth, from sports to marketing. Nowadays, infographics are evolving from just simply images to more interactive ways, such as animation and videos. History of Infographics (4) End of Presentation Next: Infographic Customer Insights The End Geographic Compares and contrast two or more things. Can highlight differences & similarities and pros & cons of the two or more things that are being compared. Serves as a guide for choosing between options. Made by: A type of long-form presentation which consists mostly of text and barely any visual elements. Enhanced with an appealing colour scheme and icons. History of Infographics Types of Infographics Original Animated Infographic History of Infographics (1) Content: Hierarchical Organizes information according to levels such as levels of importance, of difficulty, of income, etc.. Most common visualisations are pyramids or flow charts Key function is to compare or show the relationship between different levels. Timeline History of Infographics (2) add logo here Comparison Incorporates different graphs and charts Best type used when you have many statistics, facts and figures. By the end of the 17th century, most of the modern charts that we know today had been invented. William Playfair's seminal work, Commercial and Political Atlas, introduced the world to these new visual forms. History of Infographics (3) Throughout the years, infographics evolved more and more. The late 1900s saw an acceleration of computer aided data visualisation. With the aid of data visiualisation software, massive sets of data could be envisioned in complex forms.

BRE Customer Insights

Transcript: Business Customer Programs Over 35,000 customers use 33% of all non-res water use Developing greater understanding through ANZSIC codes Time poor Focus is on core business Office Buildings (CBD) <10ML/yr Customers Manufacturing design by Dóri Sirály for Prezi Arts and Recreation 90 customers account for 11% water use of >10ML/yr customers Water use increased post-drought Opportunities for improvement 102 customers account for 50% water use of >10ML/yr customers Contracting sector - "Mega" customers closing (i.e. Toyota) Food sector growing Struggling with TW prices 153 customers account for 14% water use of >10ML/yr customers Need to understand and disclose 'green credentials' (NABERs rating) Data logging and audits important Portfolio managers important

Customer Experience Insights

Transcript: Customised reporting. Themed and branded to your business. Your choice of metrics - 'pick & mix' reporting widgest. Unparalleled drill down capability. Business Integration Mobile Engagement Customer Experience Insights 2014 Going Mobile Total Business & Visual Engagement Total Personalisation Business Integration Platform Success Factors Customer Experience, HR Audits, Business Audits, ROI Personalised Custom Reporting Targeted Surveys Going Mobile Holistic business metrics. Correlation of results across multiple KPI's. One platform for Customer Experience, HR Audits, Business Audits. Real ROI measures. Personalised Custom Reporting Personalised Custom Reporting Your Metrics, Your Way! Business Integration Targeted customer experience metrics that support Mystery Shopping objectives. Instant feedback for managers and employees. Just-in-time coaching. Real time data at the click of a button. Compatible with any hand held device. Cost efficiency at every level. Instant Feedback Total Personalisation 'Pick & Mix' Reporting Widgets Mobile Engagement

Customer Insights

Transcript: What our customers are saying Types of Customers Types of Customers Why We Chose Coorpoint Why We Chose Coorpoint Hospitals Hospital Customers Hospital Customers "quote here about FLEXIBILITY" Bookings Trajectory Bookings Trajectory Scheduled Revenue Scheduled Revenue Favorite Features Hospitals Favorite Features Fast Project Timelines Fast Project Timelines Prospect Country Size Status Why? Testing Testing 1 2 3 4 Point 3 Point 3 Next Page Round Point 4 Round Point 4 Time Savers Time Savers Closed Deals Prospects Prospect Country Size Status Why? Plan vs Bookings PLAN BOOKINGS VS. This is a list of what we planned to do. It's not everything we planned. But it does include the important stuff. It's a nice reminder of our intentions. This side has the actual result of the plan. Hopefully it says that we were able to deliver. Or perhaps even over-deliver. Fingers crossed we didn't fail to meet the plan. Goals vs Reality Goals vs Reality Lesson 1 The quick brown fox jumps over the lazy dog. Lesson 2 The quick brown fox jumps over the lazy dog. Lesson 3 The quick brown fox jumps over the lazy dog. Numbers Numbers Sales Activity Pipeline Count Sales Funnel Sales Bookings About Coorpoint Healllth About Coorpoint Healllth

CUSTOMER INSIGHTS

Transcript: NEXT STEPS meeting two: identify actions/solutions OUR GOAL TODAY: meeting one: define problems/opportunities OPPORTUNITY: NEED TO LEVERAGE THE KNOWLEDGE OF OUR TMs Maintenance schedules/reminders Repair history and information Purchase and Warranty history Telematics - Need a way to defend against the OE Trouble-code integration Project and Shopping lists We don't capture vehicle details. Need tools to store information to a customer profile: Certifications Tax IDs Military discount eligible Preferences: Payment type, language, logo type, PO Masking, communication preferences, core deferral etc. Review meeting notes before next meeting. Think about ways we can improve in each of the identified areas and bring to the next discussion. Supplement catalog data with TM feedback and input on fitment, related items, install tips, and product details. Need way to share motors and Mitchell1 docs with customers Easy access to fluid capacities and other vehicle specs. PUBLISH PLAN EACH CHANNEL IS AN OPPORTUNITY TO IMPROVE CUSTOMER EXPERIENCE AND CREATE AN INTERCONNECTED EXPERIENCE CUSTOMER INSIGHTS { WHAT OTHER OPPORTUNITIES DO YOU SEE? AGENDA/PROCESS OPPORTUNITY: PRODUCT LOOKUP CAN BE DIFFICULT & TIME CONSUMING OPPORTUNITY: NEED TO COMMUNICATE IN MORE MEANINGFUL WAYS WITH CUSTOMERS OPPORTUNITY: NEED TO REMOVE FRICTION FROM THE BUYING PROCESS HOW THIS LOOKS ON A COMPLICATED CHART PRIORITIZE OPPORTUNITY: CUSTOMERS NEED BETTER TOOLS TO MANAGE THEIR VEHICLE INFORMATION IDENTIFY OPPORTUNITIES WITH CUSTOMER ENGAGEMENT REVISIT PRIORITIES OPPORTUNITY: CUSTOMERS NEED TO TELL US THE SAME INFORMATION OVER & OVER. WHAT WE CONTROL We should study our customers and communicate like we know our customers and their vehicle(s) Need to be a trusted source of advice: Repair help, recalls and TSBs Make product recommendation based on customer skill level, repair history, brand preferences and vehicle type Shared information between online activity and in-store activity Identify last repair performed and use in conversation or as follow up ROADMAP DISCUSSION - DEFINING OUR STRATEGY FOR LONG TERM CUSTOMER ENGAGEMENT Fitment questions often a difficult exchange No Personalization - Results not filtered by known shopper preferences. Lack of connectivity between web and store No method of saving repeat job information - one click add to cart. No wish list Lack of othermotive applications - lawn and garden, trailers, etc. Lack of Priority Parts Sourcing online Improved POS flows Expanded payment options (CoF, NFC, etc.) Quick and easy BOPUIS process Integrated Rebates Better leverage O'Rewards online and in-store Capture emails to better engage with customers Order notifications (Priority Parts) Faster Customer Identification (NFC, Caller ID, etc) meeting three: identify data/systems needed to deliver solutions

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