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This Study and Customer Value
• This is a summary of a Customer Value Study
  of banks in Brazil: It tells you which banks are
  better and how share of wallet, cross selling
  and reducing migration can be effective
• We help companies with Value Creation and
  improving Customer Value, market share,
  loyalty, share of wallet, and increased
  profitability
• Customer Value studies start with Value trees.
  Value is a juxtaposition of costs and benefits
Yellow means equal
                     SOW: Share of Wallet
Red means worse
Green means better
Total Customer Value
    Management
    Benefits to YOU
Market Place
1. Measuring Customer Value Added, the ratio of the value you add to
   your Customers, versus the value your competitors add to their
   Customers
2. Why people buy from you and not from your competitors, and vice-
   versa, Predicting loyalty, market share, and improving business
   results. Increase market share, and reducing pressure on price
3. Total marketplace assessment: Voice of the Customer and Voice of
   the Competitor
4. Increased referrals, word of mouth sales, sales per salesman (as
   much as 30%), less pressure on pricing, pricing from a Customer
   Value perspective
5. Reduction of complaints (by 70% at one clients’) in the quarter
   following the TOTAL CVM intervention. Customer satisfaction scores
   have improved by over 10%
6. Changing the rules of the marketplace, and making price less of an
   issue
7. Converting call centres to Action Centres
8. Using social media, social marketing and digital media for improving
   value
Employees:
1. Measure Voice of Employee, increase employee self-esteem and
   awareness. Using value to reduce employee and Customer churn. Build
   individual promises to ensure Customer’s Bill of Rights
2. Equate improvements in employee value, business processes, and
   customer products and services to increased customer loyalty and bottom
   line business benefit.
3. Helping CxO’s align better with Customers. For example:
    o For CFO’s, measuring Customer Capital, Customer Assets, correlation between value
      and share price, pricing techniques based on the Customer and perceived Value,
      segmenting Customers from shareholder value viewpoint, reporting CVA scores with
      financial data, looking at financial systems and billing/credit from convenience of
      Customer etc.
    o Or for HRD heads, assessing Customer needs, and providing education based on
      this, hiring based on Customer value, measuring and adding employee value added,
      correlating employee value to shareholder and Customer value, reducing employee
      churn etc.
4. Providing education to all levels of employees including touch points, and
   certifying them for their ability to handle and work with Customers
5. Increase of teamwork and employee happiness, building of employee self
   esteem, awareness. Building a pro-active Customer focused organisation
6. Putting a Customer Performance Management System into place.
7. Using Customer Value metrics for rewards and recognition. Often Total CVM
   forms a major part of the Balanced Score Card
• End result is employee engagement and commitment
Within the Company
1. Improving service quality
2. Better teamwork and internal Customer focus
3. Building Customer centric circles, Customer conduits.and the
   Circle of promises among employees to deliver the
   Customer’s Bill of Rights. This also builds a continuous
   Customer Improvement Program
4. Understanding competitive strategies and pre-empting
   competitive moves by competition. Building Customer
   strategies to drive business strategies
5. Using Customer value to decide on product and technology
   offerings Using Customer Value for valuation in M&A
6. Understanding the deterioration in touching and Customer
   Value in the delivery chain Improved Customer focus and
   Customer Value by channel partners, leading to an increase
   of value in the distribution chain.
7. Using Customer Value for product decisions
Shareholder Value


1. Increasing profits and shareholder Value
2. Correlating Employee Value to Customer
Value to Shareholder Value
Gautam Mahajan
      phone: + 91 98100 60368
mahajan@customervaluefoundation.com

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Bank study 2010 brazil summary

  • 1.
  • 2. This Study and Customer Value • This is a summary of a Customer Value Study of banks in Brazil: It tells you which banks are better and how share of wallet, cross selling and reducing migration can be effective • We help companies with Value Creation and improving Customer Value, market share, loyalty, share of wallet, and increased profitability • Customer Value studies start with Value trees. Value is a juxtaposition of costs and benefits
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. Yellow means equal SOW: Share of Wallet Red means worse Green means better
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21. Total Customer Value Management Benefits to YOU
  • 22. Market Place 1. Measuring Customer Value Added, the ratio of the value you add to your Customers, versus the value your competitors add to their Customers 2. Why people buy from you and not from your competitors, and vice- versa, Predicting loyalty, market share, and improving business results. Increase market share, and reducing pressure on price 3. Total marketplace assessment: Voice of the Customer and Voice of the Competitor 4. Increased referrals, word of mouth sales, sales per salesman (as much as 30%), less pressure on pricing, pricing from a Customer Value perspective 5. Reduction of complaints (by 70% at one clients’) in the quarter following the TOTAL CVM intervention. Customer satisfaction scores have improved by over 10% 6. Changing the rules of the marketplace, and making price less of an issue 7. Converting call centres to Action Centres 8. Using social media, social marketing and digital media for improving value
  • 23. Employees: 1. Measure Voice of Employee, increase employee self-esteem and awareness. Using value to reduce employee and Customer churn. Build individual promises to ensure Customer’s Bill of Rights 2. Equate improvements in employee value, business processes, and customer products and services to increased customer loyalty and bottom line business benefit. 3. Helping CxO’s align better with Customers. For example: o For CFO’s, measuring Customer Capital, Customer Assets, correlation between value and share price, pricing techniques based on the Customer and perceived Value, segmenting Customers from shareholder value viewpoint, reporting CVA scores with financial data, looking at financial systems and billing/credit from convenience of Customer etc. o Or for HRD heads, assessing Customer needs, and providing education based on this, hiring based on Customer value, measuring and adding employee value added, correlating employee value to shareholder and Customer value, reducing employee churn etc. 4. Providing education to all levels of employees including touch points, and certifying them for their ability to handle and work with Customers 5. Increase of teamwork and employee happiness, building of employee self esteem, awareness. Building a pro-active Customer focused organisation 6. Putting a Customer Performance Management System into place. 7. Using Customer Value metrics for rewards and recognition. Often Total CVM forms a major part of the Balanced Score Card • End result is employee engagement and commitment
  • 24. Within the Company 1. Improving service quality 2. Better teamwork and internal Customer focus 3. Building Customer centric circles, Customer conduits.and the Circle of promises among employees to deliver the Customer’s Bill of Rights. This also builds a continuous Customer Improvement Program 4. Understanding competitive strategies and pre-empting competitive moves by competition. Building Customer strategies to drive business strategies 5. Using Customer value to decide on product and technology offerings Using Customer Value for valuation in M&A 6. Understanding the deterioration in touching and Customer Value in the delivery chain Improved Customer focus and Customer Value by channel partners, leading to an increase of value in the distribution chain. 7. Using Customer Value for product decisions
  • 25. Shareholder Value 1. Increasing profits and shareholder Value 2. Correlating Employee Value to Customer Value to Shareholder Value
  • 26. Gautam Mahajan phone: + 91 98100 60368 mahajan@customervaluefoundation.com