Voice of the Customer
B2B
GE Air Filtration –Insights to Action Best Practice
Roberta O’Keith
GE Power & Water, Air Filtration
CX Tool
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Presentation Goal
• Get a basic understanding of how you can use market research and the insights gained to implement small changes within your organization
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
GE Air FiltrationStrategy• 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
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
Our Foundation
Search & Connect
Inquiry to Order
Order to Remittance
Post Delivery
Market Knowledge
Segmentation & Targeting
Value Creation
Go-To-Market ProcessGo-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
Segmentation
1. Needs Based Segmentation Research
Objective:
Understand what drives our customer to purchase our products and what are their key needs
Segmentation answers the critical questions …
What do our customers ‘look like’? Key characteristics…
What are their key needs? What drives their purchase
decision?
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…
Segmentation Study Results
• Clear Segment Needs/ Behaviors emerged
• Developed detailed segment profiles that included; top influences, key purchase drivers, suggested solutions, and talking points
Gathering Customer Insights – Phase 21. Needs Based Segmentation Research
2. Operational Business Survey
Sales Aids & Marketing ToolsMore Targeted Value PropositionsNPI SupportBusiness 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. 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
ResponsivenessA. Customers expect 24 hour turnaround from their
supplier on any question or issue they may haveB. Customers expect to get a live person every time
they call a suppliersC. Customers expect order status information when
they call
Customer Retention/ Win-backA. Customers leave their suppliers primarily due to
better pricing from anotherB. Customers leave their current supplier due to a
poor customer experience
Survey Hypothesis
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
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%
QualityDelivery
ResponsivenessROI
Tech SupportProduct Perf Guaranty
Supplier ReputationCustomer Service
Sales SupportQuote Cycle Time
Single Point of ContactLow Purchase Price
Web CapabilitiesFlexible Warranty Terms
Supplier used for a long timeLocal inventory
Very important Somewhat important Neither Somewhat unimportant Very unimportant
ResponsivenessA. Customers expect 24 hour turnaround from their
supplier on any question or issue they may haveB. Customers expect to get a live person every time
they call a suppliersC. Customers expect order status information when
they call
Customer Retention/ Win-backA. Customers leave their suppliers primarily due to
better pricing from anotherB. Customers leave their current supplier due to a
poor customer experience
Survey Hypothesis
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 turnDelivery – expect 2 weeks or lessCust Serv – want answer in < 24 hrsTech Support – want answer on the
phone
Price – 63% leave due to priceCust Serv – 49% of IF customers leave
because of customer service issuesProduct Quality – 53% of GTI customers
leave due to poor quality
Customers Expect
Retention Drivers
Resulted In:• Business Metrics
• Cost out = Competitiveness• Process Improvements
• Product Quality Improvements
Survey Results and Actions
Customer Insights Project Summary
1. Needs Based Segmentation Research
2. Operational Business Survey
Sales Aids & Marketing ToolsMore Targeted Value PropositionsNPI SupportBusiness 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 metricsBetter understanding of our competitors offeringsIdentified win-back opportunities
Resulted in:
In Summary: Taking Insights into Action
Insights From:Market Research
Various VOCNPS Data
Performance MetricsBusiness Process Improvements
Corporate Priorities
= Overall Improved Customer Experience
Drives
Evidenced by a 68% increase in TNPS score over ‘11
Voice of the Customer
B2B
Roberta O’Keith, CXPA Board Member(816) 313-4804 work(913) 221-5214 cellRoberta.o’[email protected]@yahoo.com
CX Tool