SlideShare una empresa de Scribd logo
1 de 30
Descargar para leer sin conexión
Taking Action on Research Insights
– 2 Best Practice Examples
g
Presentation Goal
• Get a basic understanding of how you can use
segmentation market research and the
customer insights gained to implement small
changes within your organization
Presentation Agenda
• Air Filtration Business Overview
• Review our Customer Insights Approach and Process
• Business Case Example: Air Filtration; Using Needs-
Based Segmentation Research to take Action
• Business Case Example: Air Filtration; Using a VOC
Business Survey to take Action
• Summary
Air Filtration
Strategy
• Help 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, we are 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
Customer Insights
Approach
Market
Knowledge
Segmentation
& Targeting
Value
Creation
Go-To-Market Process
Our Approach & 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
Market
Knowledge
Segmentation
& Targeting
Value
Creation
Go-To-Market Process
Our Approach & 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
Segmentation v.s. Classification
•Needs-based Segmentation
•Primary research driven
•Survey customer on
needs, attitudes, usage
– Financing use
– Packages of service
– Price sensitivity
– Relationship management
•Classification
•Secondary data driven
•Create clusters based on like
performing data
– Credit performance
– Firmographics
– Geography
Segmentation answers the critical
questions …
•Who are our most profitable customers?
•How many more prospects look like them?
•What are their key needs / benefits?
•How do we serve them better?
•Resource targeting
– Leads, rep activity, approval, servicing
•Solution tailoring
– Price, distribution, communication /
advertising
– Products, Services, Innovation
Best Practice #1 –
Customer
Segmentation Study
Best Practice #1 - Segmentation
1. Needs Based Segmentation Research
Objective:
Understand what drives our customer to purchase
our products and what are their key needs
Segmentation Study Structure
 4 Studies across our product lines in 2009
 Global study included customers in United
States, Germany, Latin America, Western
Europe, and Middle East
 Over 500 respondents (Both current
customers and non-customers)
 Multi-channel (phone, web survey, LinkedIn)
1. Price
2. Service & Tech
Support
3. Sales Support &
Relationship
4. Warranty/
Guarantees
5. Delivery
6. Product Features
7. Productivity
Improvement
8. Brand Rep/ Expert
Opinion
Identified 8 key
purchase drivers
(in priority order of
importance)
Purchase Drivers
What drives customers to buy
from suppliers like us?
Segmentation Common Insights
Build awareness
and overcome
the status quo
Product
durability and
reputation is
important
Low cost to
serve model is
needed
Meeting
commitments is
key (delivery,
quality,
technology)
Risk averse
“Do it for me”
Sales Support
Delivery
Expert Op /
Brand
Convenience
*Key
Characteristics
Performance
Highly technical
Seek innovation
Product Features
Productivity Impr.
*Major
Influences
Relationship
Improve operation
Value technology
Svc & Tech Support
Expert Op / Brand
Warranty /
Guarantee
Price
Lowest price
Basic products
Price
Delivery
Emerging Segments
Business
Segments
Segmentation Tools
Key Personas Within Each
Business Segment
• Plant Managers
• Chief Engineers
• Project Manager
• Sourcing Manager
• AP Finance Manager
• Operations Manager
Price Buyer
Convenience
Buyer
Operations Manager
Plant Manager
Each with their own needs and purchasing behaviors….
Developing multi-level messaging for
greatest impact Volkswagen Example
Safe & Reliable
Innovative, Sustainability, Re
iability
“Superior value, social
responsibility and a practical
commitment to sustainability”
Communicating to those who look
at safety first
• “The people want a mini-van
that drives like a Volkswagen”
Routan
• Communicating the key business objectives
through power positional statements
• Recognizing and using the industry needs
within its messaging
• Having a clear understanding of your
key segments
• Messaging to their key needs, traits, and
concerns
• Focusing on product and service detailed
information
• Cater to the targeted personas and
segments
Business level
Segment level
Product/Service level
Segmentation Action Summary
 Identified our most profitable segments
 Tagged our database of customers
 Developed segmentation quick reference sheets and personas
to help our IS team in improved identification of customer
needs and influencing the purchase decision
 Drove strategic organizational structure changes to support a
cost to serve model and improve ease of doing business
 Used segmentation to help drive more targeted marketing
campaigns
Best Practice #2 –
Business Operations
Survey
Best Practice #2 – Customer Expectations
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
1. Validate - Validate purchase drivers from segmentation
study
2. Baseline Customer Expectations – 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 why customers leave suppliers
5. Competitive Intel – Gain pertinent intel and
benchmarking
Business Survey Objectives & Goals
Quality
•Product
•Service
Price
• Influencer
• Competitiveness
Customer Experience
•Quote
•Order
•Delivery
•Service
•Technical Support
•Billing/ Invoicing
Brand/ Reputation
•Familiarity
•Consideration
Survey Question Categories
Survey Structure
 Completed late March 2011
 Survey conducted double-blind, interview-style
 352 responses, mostly US and LAS
 Cross section of customers v.s. potential
 Only 10% of respondents were from customer list
Responsiveness Expectations:
 24 hour turnaround from their supplier on any question or issue
they may have
 Live person every time they call a suppliers
 Order status information available when they call
Customer Retention/ Win-back
 Leave their suppliers primarily due to better pricing from another
 Due to a poor customer experience
Survey Hypothesis
Results: 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
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
Survey Results Summary
Quotes – 67% expect 24 hour turn
Delivery – 82% expect 2 weeks or less
Cust Serv – 89% want answer in < 24 hrs
Tech Support – +30% want answer on the
phone
Price – 63% leave due to price
Cust Serv – 49% of product line A
customers leave because of customer
service issues
Product Quality – 53% of product line B
customers leave due to poor quality
Customers Expect
Retention Drivers
Resulted In Actions:
 Business Metrics (OTD, Quote &
CS Responsiveness etc.)
 Cost out = Competitiveness
 Process Improvements
 Product Quality Improvements
Survey Results and Actions
In 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 in 2012 by a 68% increase in TNPS score over ‘11
Thank you for having me!
Roberta O’Keith, MBA, CPC, ELI-MP
913-221-5214
rokeith70@yahoo.com
http://www.linkedin.com/in/rokeith/

Más contenido relacionado

La actualidad más candente

G Cottam Strategic Sourcing
G Cottam Strategic SourcingG Cottam Strategic Sourcing
G Cottam Strategic SourcingGCottam
 
New service development
New service developmentNew service development
New service developmentliza daoanis
 
Vendor evalu.nikhil 12mt07ind017
Vendor evalu.nikhil 12mt07ind017Vendor evalu.nikhil 12mt07ind017
Vendor evalu.nikhil 12mt07ind017Akash Maurya
 
SUPPLIER SELECTION AND EVALUATION
SUPPLIER SELECTION AND EVALUATIONSUPPLIER SELECTION AND EVALUATION
SUPPLIER SELECTION AND EVALUATIONZamri Yahya
 
Procurement Ft Sample
Procurement Ft SampleProcurement Ft Sample
Procurement Ft SampleSarmentoSilva
 
Quantivate: Ten tips to improve vendor management program
Quantivate: Ten tips to improve vendor management programQuantivate: Ten tips to improve vendor management program
Quantivate: Ten tips to improve vendor management programNAFCU Services Corporation
 
Introduction - Supplier governance
Introduction - Supplier governance Introduction - Supplier governance
Introduction - Supplier governance Chetan Jain
 
Strategic Vs Tactical Procurement Shifting Focus Towards Value Creation
Strategic Vs Tactical Procurement   Shifting Focus Towards Value CreationStrategic Vs Tactical Procurement   Shifting Focus Towards Value Creation
Strategic Vs Tactical Procurement Shifting Focus Towards Value CreationGregStoller
 
Vendor Evaluation PowerPoint Presentation Slides
Vendor Evaluation PowerPoint Presentation SlidesVendor Evaluation PowerPoint Presentation Slides
Vendor Evaluation PowerPoint Presentation SlidesSlideTeam
 
Eprocurement sourcing mro environment
Eprocurement  sourcing   mro environmentEprocurement  sourcing   mro environment
Eprocurement sourcing mro environmentUtomo Prawiro
 
Strategic Sourcing Process
Strategic Sourcing ProcessStrategic Sourcing Process
Strategic Sourcing ProcessJames Martin
 
Chapter 8 sourcing strategies and relationships
Chapter 8 sourcing strategies and relationshipsChapter 8 sourcing strategies and relationships
Chapter 8 sourcing strategies and relationshipskurbi
 
Vendor Management Powerpoint Presentation Slides
Vendor Management Powerpoint Presentation SlidesVendor Management Powerpoint Presentation Slides
Vendor Management Powerpoint Presentation SlidesSlideTeam
 
Sourcing and purchasing management overview
Sourcing and purchasing management overview   Sourcing and purchasing management overview
Sourcing and purchasing management overview Tools4management.com
 

La actualidad más candente (20)

Vendor Management
Vendor ManagementVendor Management
Vendor Management
 
Value creation procurement role in supply chains
Value creation procurement role in supply chainsValue creation procurement role in supply chains
Value creation procurement role in supply chains
 
G Cottam Strategic Sourcing
G Cottam Strategic SourcingG Cottam Strategic Sourcing
G Cottam Strategic Sourcing
 
New service development
New service developmentNew service development
New service development
 
Vendor evalu.nikhil 12mt07ind017
Vendor evalu.nikhil 12mt07ind017Vendor evalu.nikhil 12mt07ind017
Vendor evalu.nikhil 12mt07ind017
 
SUPPLIER SELECTION AND EVALUATION
SUPPLIER SELECTION AND EVALUATIONSUPPLIER SELECTION AND EVALUATION
SUPPLIER SELECTION AND EVALUATION
 
Procurement Ft Sample
Procurement Ft SampleProcurement Ft Sample
Procurement Ft Sample
 
Service quality
Service qualityService quality
Service quality
 
IT Sourcing Strategy
IT Sourcing  StrategyIT Sourcing  Strategy
IT Sourcing Strategy
 
Quantivate: Ten tips to improve vendor management program
Quantivate: Ten tips to improve vendor management programQuantivate: Ten tips to improve vendor management program
Quantivate: Ten tips to improve vendor management program
 
Introduction - Supplier governance
Introduction - Supplier governance Introduction - Supplier governance
Introduction - Supplier governance
 
Strategic Vs Tactical Procurement Shifting Focus Towards Value Creation
Strategic Vs Tactical Procurement   Shifting Focus Towards Value CreationStrategic Vs Tactical Procurement   Shifting Focus Towards Value Creation
Strategic Vs Tactical Procurement Shifting Focus Towards Value Creation
 
Vendor Evaluation PowerPoint Presentation Slides
Vendor Evaluation PowerPoint Presentation SlidesVendor Evaluation PowerPoint Presentation Slides
Vendor Evaluation PowerPoint Presentation Slides
 
Eprocurement sourcing mro environment
Eprocurement  sourcing   mro environmentEprocurement  sourcing   mro environment
Eprocurement sourcing mro environment
 
Vendor Management
Vendor ManagementVendor Management
Vendor Management
 
Marketing Meet IT
Marketing Meet ITMarketing Meet IT
Marketing Meet IT
 
Strategic Sourcing Process
Strategic Sourcing ProcessStrategic Sourcing Process
Strategic Sourcing Process
 
Chapter 8 sourcing strategies and relationships
Chapter 8 sourcing strategies and relationshipsChapter 8 sourcing strategies and relationships
Chapter 8 sourcing strategies and relationships
 
Vendor Management Powerpoint Presentation Slides
Vendor Management Powerpoint Presentation SlidesVendor Management Powerpoint Presentation Slides
Vendor Management Powerpoint Presentation Slides
 
Sourcing and purchasing management overview
Sourcing and purchasing management overview   Sourcing and purchasing management overview
Sourcing and purchasing management overview
 

Similar a Roberta O'Keith Presentation

Retail Solutions Assessment and Qualification
Retail Solutions Assessment and QualificationRetail Solutions Assessment and Qualification
Retail Solutions Assessment and QualificationColin McCarten
 
The Discipline of Customer Development
The Discipline of Customer Development The Discipline of Customer Development
The Discipline of Customer Development Segun Ogunwale
 
Game Changing Quality Strategies that Drive Organizational Excellence
Game Changing Quality Strategies that Drive Organizational ExcellenceGame Changing Quality Strategies that Drive Organizational Excellence
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
 
408 MARKETING STRATEGY UNIT 5
408 MARKETING STRATEGY UNIT 5408 MARKETING STRATEGY UNIT 5
408 MARKETING STRATEGY UNIT 5ashishjaswal
 
Metrics for product managers tpma-feb2020
Metrics for product managers tpma-feb2020Metrics for product managers tpma-feb2020
Metrics for product managers tpma-feb2020Saeed Khan
 
Business to business marketing
Business to business marketingBusiness to business marketing
Business to business marketingNisha Dani
 
5 Health Checks for Managing Customer Retention
5 Health Checks for Managing Customer Retention5 Health Checks for Managing Customer Retention
5 Health Checks for Managing Customer RetentionTrustpilot
 
Day 1 driving business impact multichannel excerpt
Day 1 driving business impact multichannel excerptDay 1 driving business impact multichannel excerpt
Day 1 driving business impact multichannel excerptAnn McCartan
 
TQM Chapter # 7 - Joel E. Ross
TQM Chapter # 7 - Joel E. RossTQM Chapter # 7 - Joel E. Ross
TQM Chapter # 7 - Joel E. RossYasir Afzal Rajput
 
Building a deep tech company
Building a deep tech companyBuilding a deep tech company
Building a deep tech companyVivek Dhariwal
 
Bldg accnt relation
Bldg accnt relationBldg accnt relation
Bldg accnt relationamitgurus
 
Chapter 2 Quality as competitive advantage [autosaved]
Chapter 2  Quality as competitive advantage [autosaved]Chapter 2  Quality as competitive advantage [autosaved]
Chapter 2 Quality as competitive advantage [autosaved]UiTM
 
July 2015 webinar d2 slides
July 2015 webinar d2 slidesJuly 2015 webinar d2 slides
July 2015 webinar d2 slidesBella Akora
 
July 2015 webinar d2 slides
July 2015 webinar d2 slidesJuly 2015 webinar d2 slides
July 2015 webinar d2 slidesBella Akora
 
Measure phase - six sigma
Measure phase - six sigmaMeasure phase - six sigma
Measure phase - six sigmaHasnaa Hassan
 
How to implement a strategic IT vendor management program
How to implement a strategic IT vendor management programHow to implement a strategic IT vendor management program
How to implement a strategic IT vendor management programJeff Kubacki
 
3. Cross selling of Banking Products and Financial Services.ppt
3. Cross selling of Banking Products and Financial Services.ppt3. Cross selling of Banking Products and Financial Services.ppt
3. Cross selling of Banking Products and Financial Services.pptBizPub VN
 
Case study of whirlpool quality management
Case study of whirlpool quality managementCase study of whirlpool quality management
Case study of whirlpool quality managementTushar G
 

Similar a Roberta O'Keith Presentation (20)

Retail Solutions Assessment and Qualification
Retail Solutions Assessment and QualificationRetail Solutions Assessment and Qualification
Retail Solutions Assessment and Qualification
 
The Discipline of Customer Development
The Discipline of Customer Development The Discipline of Customer Development
The Discipline of Customer Development
 
Game Changing Quality Strategies that Drive Organizational Excellence
Game Changing Quality Strategies that Drive Organizational ExcellenceGame Changing Quality Strategies that Drive Organizational Excellence
Game Changing Quality Strategies that Drive Organizational Excellence
 
408 MARKETING STRATEGY UNIT 5
408 MARKETING STRATEGY UNIT 5408 MARKETING STRATEGY UNIT 5
408 MARKETING STRATEGY UNIT 5
 
Business to Business Marketing
Business to Business MarketingBusiness to Business Marketing
Business to Business Marketing
 
Metrics for product managers tpma-feb2020
Metrics for product managers tpma-feb2020Metrics for product managers tpma-feb2020
Metrics for product managers tpma-feb2020
 
Business to business marketing
Business to business marketingBusiness to business marketing
Business to business marketing
 
5 Health Checks for Managing Customer Retention
5 Health Checks for Managing Customer Retention5 Health Checks for Managing Customer Retention
5 Health Checks for Managing Customer Retention
 
Module 2
Module 2Module 2
Module 2
 
Day 1 driving business impact multichannel excerpt
Day 1 driving business impact multichannel excerptDay 1 driving business impact multichannel excerpt
Day 1 driving business impact multichannel excerpt
 
TQM Chapter # 7 - Joel E. Ross
TQM Chapter # 7 - Joel E. RossTQM Chapter # 7 - Joel E. Ross
TQM Chapter # 7 - Joel E. Ross
 
Building a deep tech company
Building a deep tech companyBuilding a deep tech company
Building a deep tech company
 
Bldg accnt relation
Bldg accnt relationBldg accnt relation
Bldg accnt relation
 
Chapter 2 Quality as competitive advantage [autosaved]
Chapter 2  Quality as competitive advantage [autosaved]Chapter 2  Quality as competitive advantage [autosaved]
Chapter 2 Quality as competitive advantage [autosaved]
 
July 2015 webinar d2 slides
July 2015 webinar d2 slidesJuly 2015 webinar d2 slides
July 2015 webinar d2 slides
 
July 2015 webinar d2 slides
July 2015 webinar d2 slidesJuly 2015 webinar d2 slides
July 2015 webinar d2 slides
 
Measure phase - six sigma
Measure phase - six sigmaMeasure phase - six sigma
Measure phase - six sigma
 
How to implement a strategic IT vendor management program
How to implement a strategic IT vendor management programHow to implement a strategic IT vendor management program
How to implement a strategic IT vendor management program
 
3. Cross selling of Banking Products and Financial Services.ppt
3. Cross selling of Banking Products and Financial Services.ppt3. Cross selling of Banking Products and Financial Services.ppt
3. Cross selling of Banking Products and Financial Services.ppt
 
Case study of whirlpool quality management
Case study of whirlpool quality managementCase study of whirlpool quality management
Case study of whirlpool quality management
 

Más de BMAChicago

Business Essentials for Strategic Communicators
Business Essentials for Strategic Communicators Business Essentials for Strategic Communicators
Business Essentials for Strategic Communicators BMAChicago
 
Tower award winners2014-final v2
Tower award winners2014-final v2Tower award winners2014-final v2
Tower award winners2014-final v2BMAChicago
 
Rafeedie Follow Up Thoughts
Rafeedie Follow Up ThoughtsRafeedie Follow Up Thoughts
Rafeedie Follow Up ThoughtsBMAChicago
 
Roberta O'Keith Presentation
Roberta O'Keith Presentation Roberta O'Keith Presentation
Roberta O'Keith Presentation BMAChicago
 
John Ellett, nFusion
John Ellett, nFusionJohn Ellett, nFusion
John Ellett, nFusionBMAChicago
 
Linda bartmanpresentation
Linda bartmanpresentationLinda bartmanpresentation
Linda bartmanpresentationBMAChicago
 
Engaging Advocates
Engaging AdvocatesEngaging Advocates
Engaging AdvocatesBMAChicago
 
Alzheimers talk siemens_crm_final_revised_ok_pdf
Alzheimers talk siemens_crm_final_revised_ok_pdfAlzheimers talk siemens_crm_final_revised_ok_pdf
Alzheimers talk siemens_crm_final_revised_ok_pdfBMAChicago
 
Developing a Comprehensive Demand Generation Program using Automation
Developing a Comprehensive Demand Generation Program using AutomationDeveloping a Comprehensive Demand Generation Program using Automation
Developing a Comprehensive Demand Generation Program using AutomationBMAChicago
 
Demand gen mktgauto_bma_1.29.14
Demand gen mktgauto_bma_1.29.14Demand gen mktgauto_bma_1.29.14
Demand gen mktgauto_bma_1.29.14BMAChicago
 
Mil.january2014 introslides.ms
Mil.january2014 introslides.msMil.january2014 introslides.ms
Mil.january2014 introslides.msBMAChicago
 
5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...
5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...
5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...BMAChicago
 
BMA Chicago: The Customer-Activated Enterprise - IBM C-Suite Study
BMA Chicago: The Customer-Activated Enterprise - IBM C-Suite StudyBMA Chicago: The Customer-Activated Enterprise - IBM C-Suite Study
BMA Chicago: The Customer-Activated Enterprise - IBM C-Suite StudyBMAChicago
 
BMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMI
BMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMIBMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMI
BMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMIBMAChicago
 
BMA Chicago: Mobile Changes Everything
BMA Chicago: Mobile Changes EverythingBMA Chicago: Mobile Changes Everything
BMA Chicago: Mobile Changes EverythingBMAChicago
 
BMA Chicago - Sales and Marketing Alignment That Actually Produced Results
BMA Chicago - Sales and Marketing Alignment That Actually Produced ResultsBMA Chicago - Sales and Marketing Alignment That Actually Produced Results
BMA Chicago - Sales and Marketing Alignment That Actually Produced ResultsBMAChicago
 
BMA Chicago Fuel Resource Guide
BMA Chicago Fuel Resource GuideBMA Chicago Fuel Resource Guide
BMA Chicago Fuel Resource GuideBMAChicago
 
BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...
BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...
BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...BMAChicago
 
BMA Chicago: Customer Centricity
BMA Chicago: Customer CentricityBMA Chicago: Customer Centricity
BMA Chicago: Customer CentricityBMAChicago
 
BMA Chicago: Driving Leads through Channel Ecosystems
BMA Chicago: Driving Leads through Channel EcosystemsBMA Chicago: Driving Leads through Channel Ecosystems
BMA Chicago: Driving Leads through Channel EcosystemsBMAChicago
 

Más de BMAChicago (20)

Business Essentials for Strategic Communicators
Business Essentials for Strategic Communicators Business Essentials for Strategic Communicators
Business Essentials for Strategic Communicators
 
Tower award winners2014-final v2
Tower award winners2014-final v2Tower award winners2014-final v2
Tower award winners2014-final v2
 
Rafeedie Follow Up Thoughts
Rafeedie Follow Up ThoughtsRafeedie Follow Up Thoughts
Rafeedie Follow Up Thoughts
 
Roberta O'Keith Presentation
Roberta O'Keith Presentation Roberta O'Keith Presentation
Roberta O'Keith Presentation
 
John Ellett, nFusion
John Ellett, nFusionJohn Ellett, nFusion
John Ellett, nFusion
 
Linda bartmanpresentation
Linda bartmanpresentationLinda bartmanpresentation
Linda bartmanpresentation
 
Engaging Advocates
Engaging AdvocatesEngaging Advocates
Engaging Advocates
 
Alzheimers talk siemens_crm_final_revised_ok_pdf
Alzheimers talk siemens_crm_final_revised_ok_pdfAlzheimers talk siemens_crm_final_revised_ok_pdf
Alzheimers talk siemens_crm_final_revised_ok_pdf
 
Developing a Comprehensive Demand Generation Program using Automation
Developing a Comprehensive Demand Generation Program using AutomationDeveloping a Comprehensive Demand Generation Program using Automation
Developing a Comprehensive Demand Generation Program using Automation
 
Demand gen mktgauto_bma_1.29.14
Demand gen mktgauto_bma_1.29.14Demand gen mktgauto_bma_1.29.14
Demand gen mktgauto_bma_1.29.14
 
Mil.january2014 introslides.ms
Mil.january2014 introslides.msMil.january2014 introslides.ms
Mil.january2014 introslides.ms
 
5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...
5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...
5 Insights to Transform Your B2B Marketing Through Data and Analytics - Mark ...
 
BMA Chicago: The Customer-Activated Enterprise - IBM C-Suite Study
BMA Chicago: The Customer-Activated Enterprise - IBM C-Suite StudyBMA Chicago: The Customer-Activated Enterprise - IBM C-Suite Study
BMA Chicago: The Customer-Activated Enterprise - IBM C-Suite Study
 
BMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMI
BMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMIBMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMI
BMA Chicago - Content + Social - The B-to-B Dynamic Duo by Aaron Kahlow, OMI
 
BMA Chicago: Mobile Changes Everything
BMA Chicago: Mobile Changes EverythingBMA Chicago: Mobile Changes Everything
BMA Chicago: Mobile Changes Everything
 
BMA Chicago - Sales and Marketing Alignment That Actually Produced Results
BMA Chicago - Sales and Marketing Alignment That Actually Produced ResultsBMA Chicago - Sales and Marketing Alignment That Actually Produced Results
BMA Chicago - Sales and Marketing Alignment That Actually Produced Results
 
BMA Chicago Fuel Resource Guide
BMA Chicago Fuel Resource GuideBMA Chicago Fuel Resource Guide
BMA Chicago Fuel Resource Guide
 
BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...
BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...
BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, ...
 
BMA Chicago: Customer Centricity
BMA Chicago: Customer CentricityBMA Chicago: Customer Centricity
BMA Chicago: Customer Centricity
 
BMA Chicago: Driving Leads through Channel Ecosystems
BMA Chicago: Driving Leads through Channel EcosystemsBMA Chicago: Driving Leads through Channel Ecosystems
BMA Chicago: Driving Leads through Channel Ecosystems
 

Último

Podvertise.fm - Founder.University - Pitch Deck 2024
Podvertise.fm - Founder.University - Pitch Deck 2024Podvertise.fm - Founder.University - Pitch Deck 2024
Podvertise.fm - Founder.University - Pitch Deck 2024Nedko Nedkov
 
Increase Your Website Sales & Leads Webinar
Increase Your Website Sales & Leads WebinarIncrease Your Website Sales & Leads Webinar
Increase Your Website Sales & Leads WebinarSEO Optimizers
 
Digital Marketing Services like SEO, SMM, SEM
Digital Marketing Services like SEO, SMM, SEMDigital Marketing Services like SEO, SMM, SEM
Digital Marketing Services like SEO, SMM, SEMNazal Digital
 
Run more experiments with fewer resources
Run more experiments with fewer resourcesRun more experiments with fewer resources
Run more experiments with fewer resourcesVWO
 
Elevate Your Design Skills: Enroll in Pune's Premier UI/UX Design Course
Elevate Your Design Skills: Enroll in Pune's Premier UI/UX Design CourseElevate Your Design Skills: Enroll in Pune's Premier UI/UX Design Course
Elevate Your Design Skills: Enroll in Pune's Premier UI/UX Design Courseamirshaikhv21realtyp
 
Voltas turnaround strategy management case
Voltas turnaround strategy management caseVoltas turnaround strategy management case
Voltas turnaround strategy management caseAnkit Sarkar
 
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdfTAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdfSocial Samosa
 
Podvertise.fm - Podcast Advertising Marketplace - Startup Pitch Deck
Podvertise.fm - Podcast Advertising Marketplace - Startup Pitch DeckPodvertise.fm - Podcast Advertising Marketplace - Startup Pitch Deck
Podvertise.fm - Podcast Advertising Marketplace - Startup Pitch DeckNedko Nedkov
 
Crafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing PagesCrafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing PagesVWO
 
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptxFriends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptxGregory Edwards
 
Digital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services PreviewDigital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services PreviewDigital Gravity
 
Fashion-Marketing-1- Assaginment mid.pdf
Fashion-Marketing-1- Assaginment mid.pdfFashion-Marketing-1- Assaginment mid.pdf
Fashion-Marketing-1- Assaginment mid.pdfUttara University
 
Amazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptxAmazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptxWill Haire
 
Unifying feature management with experiments - Server Side Webinar (1).pdf
Unifying feature management with experiments - Server Side Webinar (1).pdfUnifying feature management with experiments - Server Side Webinar (1).pdf
Unifying feature management with experiments - Server Side Webinar (1).pdfVWO
 
Ppt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing coursPpt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing courstegveersingh09
 
scope in Digital Marketing & advertising
scope in Digital Marketing & advertisingscope in Digital Marketing & advertising
scope in Digital Marketing & advertisingKBS SHOP
 
ToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptx
ToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptxToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptx
ToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptxivanrazine1
 
Ice Cream Brand Harmony Study - TINT Emotional Profiling Research
Ice Cream Brand Harmony Study - TINT Emotional Profiling ResearchIce Cream Brand Harmony Study - TINT Emotional Profiling Research
Ice Cream Brand Harmony Study - TINT Emotional Profiling ResearchTINT Marketing
 
Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!Joseph Skibbie
 
2024 Google SERP Features: New Strategies To Gain Visibility
2024 Google SERP Features: New Strategies To Gain Visibility2024 Google SERP Features: New Strategies To Gain Visibility
2024 Google SERP Features: New Strategies To Gain VisibilitySearch Engine Journal
 

Último (20)

Podvertise.fm - Founder.University - Pitch Deck 2024
Podvertise.fm - Founder.University - Pitch Deck 2024Podvertise.fm - Founder.University - Pitch Deck 2024
Podvertise.fm - Founder.University - Pitch Deck 2024
 
Increase Your Website Sales & Leads Webinar
Increase Your Website Sales & Leads WebinarIncrease Your Website Sales & Leads Webinar
Increase Your Website Sales & Leads Webinar
 
Digital Marketing Services like SEO, SMM, SEM
Digital Marketing Services like SEO, SMM, SEMDigital Marketing Services like SEO, SMM, SEM
Digital Marketing Services like SEO, SMM, SEM
 
Run more experiments with fewer resources
Run more experiments with fewer resourcesRun more experiments with fewer resources
Run more experiments with fewer resources
 
Elevate Your Design Skills: Enroll in Pune's Premier UI/UX Design Course
Elevate Your Design Skills: Enroll in Pune's Premier UI/UX Design CourseElevate Your Design Skills: Enroll in Pune's Premier UI/UX Design Course
Elevate Your Design Skills: Enroll in Pune's Premier UI/UX Design Course
 
Voltas turnaround strategy management case
Voltas turnaround strategy management caseVoltas turnaround strategy management case
Voltas turnaround strategy management case
 
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdfTAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
 
Podvertise.fm - Podcast Advertising Marketplace - Startup Pitch Deck
Podvertise.fm - Podcast Advertising Marketplace - Startup Pitch DeckPodvertise.fm - Podcast Advertising Marketplace - Startup Pitch Deck
Podvertise.fm - Podcast Advertising Marketplace - Startup Pitch Deck
 
Crafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing PagesCrafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing Pages
 
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptxFriends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
 
Digital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services PreviewDigital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services Preview
 
Fashion-Marketing-1- Assaginment mid.pdf
Fashion-Marketing-1- Assaginment mid.pdfFashion-Marketing-1- Assaginment mid.pdf
Fashion-Marketing-1- Assaginment mid.pdf
 
Amazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptxAmazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptx
 
Unifying feature management with experiments - Server Side Webinar (1).pdf
Unifying feature management with experiments - Server Side Webinar (1).pdfUnifying feature management with experiments - Server Side Webinar (1).pdf
Unifying feature management with experiments - Server Side Webinar (1).pdf
 
Ppt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing coursPpt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing cours
 
scope in Digital Marketing & advertising
scope in Digital Marketing & advertisingscope in Digital Marketing & advertising
scope in Digital Marketing & advertising
 
ToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptx
ToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptxToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptx
ToShare_UG 13_03_24_Full_BelgianTrailblazerCommunity.pptx
 
Ice Cream Brand Harmony Study - TINT Emotional Profiling Research
Ice Cream Brand Harmony Study - TINT Emotional Profiling ResearchIce Cream Brand Harmony Study - TINT Emotional Profiling Research
Ice Cream Brand Harmony Study - TINT Emotional Profiling Research
 
Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!
 
2024 Google SERP Features: New Strategies To Gain Visibility
2024 Google SERP Features: New Strategies To Gain Visibility2024 Google SERP Features: New Strategies To Gain Visibility
2024 Google SERP Features: New Strategies To Gain Visibility
 

Roberta O'Keith Presentation

  • 1. Taking Action on Research Insights – 2 Best Practice Examples
  • 2. g
  • 3. Presentation Goal • Get a basic understanding of how you can use segmentation market research and the customer insights gained to implement small changes within your organization
  • 4. Presentation Agenda • Air Filtration Business Overview • Review our Customer Insights Approach and Process • Business Case Example: Air Filtration; Using Needs- Based Segmentation Research to take Action • Business Case Example: Air Filtration; Using a VOC Business Survey to take Action • Summary
  • 5. Air Filtration Strategy • Help 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, we are 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
  • 7. Market Knowledge Segmentation & Targeting Value Creation Go-To-Market Process Our Approach & 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
  • 8. Market Knowledge Segmentation & Targeting Value Creation Go-To-Market Process Our Approach & 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 v.s. Classification •Needs-based Segmentation •Primary research driven •Survey customer on needs, attitudes, usage – Financing use – Packages of service – Price sensitivity – Relationship management •Classification •Secondary data driven •Create clusters based on like performing data – Credit performance – Firmographics – Geography
  • 10. Segmentation answers the critical questions … •Who are our most profitable customers? •How many more prospects look like them? •What are their key needs / benefits? •How do we serve them better? •Resource targeting – Leads, rep activity, approval, servicing •Solution tailoring – Price, distribution, communication / advertising – Products, Services, Innovation
  • 11. Best Practice #1 – Customer Segmentation Study
  • 12. Best Practice #1 - Segmentation 1. Needs Based Segmentation Research Objective: Understand what drives our customer to purchase our products and what are their key needs
  • 13. Segmentation Study Structure  4 Studies across our product lines in 2009  Global study included customers in United States, Germany, Latin America, Western Europe, and Middle East  Over 500 respondents (Both current customers and non-customers)  Multi-channel (phone, web survey, LinkedIn)
  • 14. 1. Price 2. Service & Tech Support 3. Sales Support & Relationship 4. Warranty/ Guarantees 5. Delivery 6. Product Features 7. Productivity Improvement 8. Brand Rep/ Expert Opinion Identified 8 key purchase drivers (in priority order of importance) Purchase Drivers What drives customers to buy from suppliers like us?
  • 15. Segmentation Common Insights Build awareness and overcome the status quo Product durability and reputation is important Low cost to serve model is needed Meeting commitments is key (delivery, quality, technology)
  • 16. Risk averse “Do it for me” Sales Support Delivery Expert Op / Brand Convenience *Key Characteristics Performance Highly technical Seek innovation Product Features Productivity Impr. *Major Influences Relationship Improve operation Value technology Svc & Tech Support Expert Op / Brand Warranty / Guarantee Price Lowest price Basic products Price Delivery Emerging Segments
  • 17. Business Segments Segmentation Tools Key Personas Within Each Business Segment • Plant Managers • Chief Engineers • Project Manager • Sourcing Manager • AP Finance Manager • Operations Manager Price Buyer Convenience Buyer Operations Manager Plant Manager Each with their own needs and purchasing behaviors….
  • 18. Developing multi-level messaging for greatest impact Volkswagen Example Safe & Reliable Innovative, Sustainability, Re iability “Superior value, social responsibility and a practical commitment to sustainability” Communicating to those who look at safety first • “The people want a mini-van that drives like a Volkswagen” Routan • Communicating the key business objectives through power positional statements • Recognizing and using the industry needs within its messaging • Having a clear understanding of your key segments • Messaging to their key needs, traits, and concerns • Focusing on product and service detailed information • Cater to the targeted personas and segments Business level Segment level Product/Service level
  • 19. Segmentation Action Summary  Identified our most profitable segments  Tagged our database of customers  Developed segmentation quick reference sheets and personas to help our IS team in improved identification of customer needs and influencing the purchase decision  Drove strategic organizational structure changes to support a cost to serve model and improve ease of doing business  Used segmentation to help drive more targeted marketing campaigns
  • 20. Best Practice #2 – Business Operations Survey
  • 21. Best Practice #2 – Customer Expectations 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
  • 22. 1. Validate - Validate purchase drivers from segmentation study 2. Baseline Customer Expectations – 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 why customers leave suppliers 5. Competitive Intel – Gain pertinent intel and benchmarking Business Survey Objectives & Goals
  • 23. Quality •Product •Service Price • Influencer • Competitiveness Customer Experience •Quote •Order •Delivery •Service •Technical Support •Billing/ Invoicing Brand/ Reputation •Familiarity •Consideration Survey Question Categories
  • 24. Survey Structure  Completed late March 2011  Survey conducted double-blind, interview-style  352 responses, mostly US and LAS  Cross section of customers v.s. potential  Only 10% of respondents were from customer list
  • 25. Responsiveness Expectations:  24 hour turnaround from their supplier on any question or issue they may have  Live person every time they call a suppliers  Order status information available when they call Customer Retention/ Win-back  Leave their suppliers primarily due to better pricing from another  Due to a poor customer experience Survey Hypothesis
  • 26. Results: 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
  • 27. 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 Survey Results Summary Quotes – 67% expect 24 hour turn Delivery – 82% expect 2 weeks or less Cust Serv – 89% want answer in < 24 hrs Tech Support – +30% want answer on the phone Price – 63% leave due to price Cust Serv – 49% of product line A customers leave because of customer service issues Product Quality – 53% of product line B customers leave due to poor quality Customers Expect Retention Drivers
  • 28. Resulted In Actions:  Business Metrics (OTD, Quote & CS Responsiveness etc.)  Cost out = Competitiveness  Process Improvements  Product Quality Improvements Survey Results and Actions
  • 29. In 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 in 2012 by a 68% increase in TNPS score over ‘11
  • 30. Thank you for having me! Roberta O’Keith, MBA, CPC, ELI-MP 913-221-5214 rokeith70@yahoo.com http://www.linkedin.com/in/rokeith/

Notas del editor

  1. Identify external trends and influencesAnalyze market, competitors, and customersCollect and manage knowledge and dataRecommend strategic directionsDevelop business case, secure sponsorship, and select teamDevelop hypothesis and research planConduct market research and develop solutions and targeting toolsValidate solutions, profile customers and develop customer insightsSelect and prioritize segments and communicate outcomesAlign business model and portfolioInnovate and create solutionsDefine positioning and create/validate value propsImplement and realize value-based pricingOptimize customer experience through aligning organizationDevelop channel and sales strategyLaunch external programs/education and communicationsMeasure and improve performance to drive changeBuild GE brand at critical touch pointsDevelop breakthrough advertising campaigns
  2. Identify external trends and influencesAnalyze market, competitors, and customersCollect and manage knowledge and dataRecommend strategic directionsDevelop business case, secure sponsorship, and select teamDevelop hypothesis and research planConduct market research and develop solutions and targeting toolsValidate solutions, profile customers and develop customer insightsSelect and prioritize segments and communicate outcomesAlign business model and portfolioInnovate and create solutionsDefine positioning and create/validate value propsImplement and realize value-based pricingOptimize customer experience through aligning organizationDevelop channel and sales strategyLaunch external programs/education and communicationsMeasure and improve performance to drive changeBuild GE brand at critical touch pointsDevelop breakthrough advertising campaigns
  3. PriceService &amp; Tech SupportSales Support &amp; RelationshipWarranty/ GuaranteesDeliveryProduct FeaturesProductivity ImprovementBrand re/ Expert Opinion
  4. Segment cheat sheets for sales included description of the segment characteristics, key messaging, potential product solutions they would be interested in.Personas included characteristics of those individuals our sales reps would be talking to at our customers, what their pain points would be, what messaging would resonate with them, how to tailor the conversation around their needs.
  5. Completed late March 2011Survey conducted blind, interview-style352 responses, mostly US and LASOnly 10% of respondents from GE listCross section of customers v.s. potential
  6. Completed late March 2011Survey conducted blind, interview-style352 responses, mostly US and LASOnly 10% of respondents from GE listCross section of customers v.s. potential
  7. Establishing baseline internal business metrics – OTD, Quote, Customer ServiceCost out opportunities through business process improvement projects to improve cycle times and improve price positioningProduct quality and NPI opportunities