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No part of it may be circulated, quoted, copied or otherwise reproduced without the written approval of DataActiva.
Customer Satisfaction and Loyalty
Activation
DataActiva’s Customer Satisfaction and Loyalty Approach

2. 2
Project Goals
• Increase profitability.
• Better understand customers’ and prospective customers’ wants,
needs and values.
• Benchmark competitors.
• Emphasise the importance of customer value (satisfaction and
loyalty) to success and provide actionable recommendations.
• Stream structured and unstructured data across functions and
platforms in order to optimize data-driven decision making.
Provide actionable results!

3. 3
Objectives
• Develop a program to measure and track customer value
(satisfaction/loyalty) that:
• Captures the depth and content of relationships with customers
(including multiple relationships with multiple contacts)
• Provides an overall goal for bonus compensation
• Is adaptable as the sponsoring with customers change, and
• Is easy to understand, communicate, and teach to all within the
company
• Such a program should also provide information about
changing attitudes toward the sponsoring company and
what is driving the changes
• Provide information to managers about how they can manage to the
numerical objectives of the program
• Track the development of the marketplace and impact of new
initiatives in the marketplace (Business outcomes)

4. 4
Define/refine
Business objectives
Research objectives
Develop overall plan
Gain management
commitment
PHASE 1: MOBILIZATION
Identify
Needs/expectations
Range of issues
Points of interaction
Qualitative research
Customers
Management
PHASE 2: DISCOVERY
Linkages and drivers of loyalty
Key attributes
Expectations
Performance
Areas of greatest impact
PHASE 3: PROGRAM DEVELOPMENT
Begin tracking
PHASE 6: TRACKING IMPLEMENTATION
Build understanding of
program
Build understanding of goals
Build commitment
PHASE 5: PROGRAM COMMUNICATION
Goal development
Strategy development
Tactical planning for program
PHASE 4: ACTION PLANNING
In-depth diagnostics triggered
Diagnostic tracking
Qualitative
Quantitative
PHASE 7: DIAGNOSTIC TRIGGERS
Integrative Process

5. 5
Satisfaction Is Not Enough; Loyalty Is the Goal
Customer
Satisfaction
I was satisfied with the
product or service.
Customer
Favourably
I was satisfied with the
product or service and I
like the company.
Customer
Loyalty
I was satisfied, I like the
company, and I would
choose to do business
with that company.
Shaping
customer
expectations
Meeting
customer
expectations

6. 6
Loyalty Means Delivering Customer Value
SecureSecure
ContentContent
At Risk orAt Risk or
AlienatedAlienated
VeryVery
SatisfiedSatisfied
DefinitelyDefinitely
WouldWould
RecommendRecommend
DefinitelyDefinitely
WouldWould
RepurchaseRepurchase

7. 7
Customer Value Is Brand Equity
Earned loyalty
Favourably
Satisfaction
Customer needs, wants, and preferences
Customer service
programs
Customer service
transactions
Products &
Services
Brand equity
Performance
Gap
Communication
Gap

8. 8
Customer Value Measurement
• Involves all stakeholders, including customers
• Accurate measure of what truly affects customer loyalty or retention
• Provides a reliable measure of the company’s performance
• Prioritizes actions for increasing customer equity
• Assesses long-term returns and impact on future performance
• Linkage with other data sources, such as business intelligence, usage,
saturation and social media

9. 9
Providing Actionable Results!
• Customer satisfaction/loyalty depends on
• How well expectations are being met in general and
• Direct customer contact experience
• Dedicated tracking research can “drill down” on specifics of (provide
diagnostics for)
• Communications effectiveness
• Satisfaction with customer service transactions
• Response to targeted marketing activities
• Overall model needs to integrate both overall and transaction-based
satisfaction/loyalty
• Recommendations will be actionable by function

10. 10
Resource Allocation Quadrant Actions
Critical Need of
Improvement
Strengths
Secondary Need of
Improvement
Maintenance
P E R F O R M A N C E (Top Two box)
IMPORTANCE
100
0
100

11. 11
Regional Strategic Matrix Actions
IMPORTANCE
PERFORMANCE (TOP 2%)
Critical Focus for
Improvement
Secondary Need of
Improvement
Regional Initiatives
Maintenance
Regional Leverage
Maintenance
0
100
100
33 66

12. 12
Loyalty/Profitability Matrix Actions
HIGHLOW
HIGH
LOW
LOYALTYPROFITABILITY
At Risk Star
Low
Priority
Build-Up

13. 13
Methodology
• There are a variety of methods to collect the data.
• On line
• By telephone
• In person
• By mail
• The selection of the design can not be done in isolation from cost
considerations because design considerations and data collection
procedures have cost implications.
• In general, higher reliability does mean larger data collection efforts.
• Explicit cost tradeoffs should be made that lead to the selection of
research designs based on the intended purpose, the expected
information, and the costs involved.

14. 14
Sampling Issues
• The most important part of sampling is to be certain that the sample
design provides the necessary information about the target groups that
have been designated.
• In general, we recommend minimum overall sample sizes of at least 100
respondents per strata. With samples of less than that size, the width of
the confidence interval means the results need to be interpreted more
qualitatively than quantitatively.
• In order to analyze the relationship between cost and accuracy, we
begin by generating a simple random sample. We than compare the
stratified sample to the random sample to analyze the cost-to-efficiency
ratio.

15. 15
• Customer Relationship Management is a process that is both information- and
technology-driven which aims to leverage customer behavioral data, life event triggers
and marketing models to efficiently and continuously cultivate customer relationships:
• Maximize the potential of each customer relationship and generate incremental
revenue.
• Migrate from a seasonal, ad-hoc campaigns to an automated, perpetual marketing
process.
• Evaluate investment within segments, identify revenue potential and marketing
opportunities.
Customer Relationship
Management
Real-time marketing
execution
Data extraction,
data mining and
analysis
Support CRM Processes

16. 16
Linkages to other data sources
Competitive
Forecasts
Revenue
Forecasts
Market Size
Demand Side Analysis
•Market Potential
•Purchase Behavior
•Economic Trends
•Niche Segments
•Competing Technologies
•Pricing Analysis/Forecasts
•Product Opportunities Supply Side Analysis
•Industry Structure
•Competitive Positioning
•Product
•Pricing
•Promotion
•Distribution
•Innovation
•Alliances, JVs, M&A
Competitive
Forecasts
Revenue
Forecasts
Market Size
Used for:
Externalized
Opportunity/
Threat Analysis
Demand Side Analysis
•Market Potential
•Purchase Behavior
•Economic Trends
•Niche Segments
•Competing Technologies
•Pricing Analysis/Forecasts
•Product Opportunities Supply Side Analysis
•Industry Structure
•Competitive Positioning
•Product
•Pricing
•Promotion
•Distribution
•Innovation
•Alliances, JVs, M&A
Used for:
Internalized
Strength/
Weakness
Analysis

17. 17
Case Studies
• Customer B2B Satisfaction Studies These studies developed and refined a Customer Satisfaction Measurement
System for B2B customers. The research provides key information regarding customers' wants, needs and expectations,
as well as perceptions of performance within a systematic customer satisfaction framework.
• Customer Satisfaction/Communications Segmentation Studies These projects were designed to investigate basic
attitudes customers have the company, as well as the evaluations customers make of proposed programs that might be
offered by a company to demonstrate its concern and caring for the needs and problems of its customers. Tracking
surveys measuring the effectiveness of communications efforts developed from the research generally followed these
studies.
• Evaluations of Customer Service Contacts These studies are used to evaluate the kind and quality of customer
service interactions, in order to position this particular kind of customer service interaction within the broader framework
of how best to market customer satisfaction. Client-specific methodologies have been established that update data
bases with usable information about the quality of customer service rendered, which, in turn, can be used to evaluate
performance.
• Competitive Positioning Studies These studies examined basic attitudes toward the company on a variety of customer
satisfaction measures. The basic purpose was to strategically position the company as the preferred provider.
• Time Series Communications Tracking‑ Given the increasing need to accurately measure corporate image and
customer satisfaction, a time series methodology was created to measure communications and public relations efforts.‑
By taking advantage of specific time measurements, a built in capability is established to examine seasonal fluctuations‑
in overall corporate image and customer satisfaction, as well as more accurately measure the impact of specific
communications efforts.
• Sectors: Autos, Automation, IT, Financial services, Insurance, Banking. IT, Telecommunications, Energy, Manufacturing
(B2B and consumer)