Implementare un sistema di customer loyalty per migliorare la customer experience: un caso di successo. Giovanni Lux

Full text

(1)

Giovanni Lux

Implementare un sistema di

customer loyalty per migliorare la

customer experience: un caso di

successo

(2)

What’s Customer Experience?

2

Understand which experience turns a prospect into a buyer and into a brand

promoter and enable the «repetition» of such an experience at key steps of

the customer journey

OPINION

what Prospects & Customers think of the company

DATA

the hard things we know about prospects/customers:

Who, where, what they bought

2

CSI/NPS

Sales/Service

TRANFORM PROSPECTS INTO BUYERS AND PROMOTERS

(3)

Sales Cycle

Service/Owner

Cycle

Equity Position on

Finance Contract

Market Awareness

Repurchase

Consideration

Avoidable Defection

Natural Defection

Sales Retention /

Defection Cycle

Customer Experience

Warranty Repair

Customer Feedback

Scheduled Service

Inspection

Customer Complaints

Dealer Defection

Brand Defection

Vehicle Recall

Repairs

Customer Feedback

CSI Information &

Complaints

Consideration Set

Brand Enquiry

Demo

Negotiate

Shopper Feedback

Lost Sale

Order

Delivery

Sales Customer Feedback

CSI Information

(4)

Customer Experience & CRM - Activities

Understand our customer to improve sales and service effectiveness

4

Inserire Titolo Evento

DLR Digital DM Campaign/SEM

Web site lead capture opt.

CRM Campaigns Brand/Dlrs

Shopper Feedback Coaching

Lead Management

Sales CSI Customer Feedback

After Sales CRM Campaigns P&S/DLR

Service Customer Feedback

Objectives

Activities

Showroom

Traffic

Conversion

rate

Workshop

Traffic

Customer Experience Stages

Customer

Experience

Data

Bas

e

,

Reporting,

S

a

le

s

trac

k

ing

(5)

Customer Experience & CRM: what we do

Understand our customer to improve sales and service effectiveness

Customer

Satisfaction

Measurement

Customer

Database,

Business

Intelligence

and

Reporting

Direct

Marketing

and Lead

Management

Dealer

CE&CRM

Services

(Shopper Feedback,

Pipeline

Management, DM,

SEM)

Analytical & Operational CRM

Visibility

Traffic

Loyalty

Understanding

Local traffic

Experience

Closure Rate

(6)

Marzo 2011

Analytics

dbCARE

Customer Analysis, Relation & Experience

vendita autovetture

nuove

prodotti finanziari

interventi riparativi

assistenza stradale

concessionari

lead

customer satisfaction

passaggi di proprietà,

rottamazioni, cambi di

indirizzo…

Operatio

nal

dbCARE

Privacy management

Contact rules

Data use rules

CE&CRM MKT

Campaign management

Target selection

Contact history

Loyalty plan mgmt.

Response rate mgmt.

CE&CRM HQ

Data mining

Predictive modeling

Targeting

Reporting / response rate

mgmt.

fonti esterne

- validazione / arricchimento

- concorrenza ( i )

(7)

1

2

3

4

5

6

F

M

18-24

25-34

35-44

45-54

55-64

65-74

fedeltà

SEGMENTO

fedeltà

MARCA

I auto

Possesso 0

Possesso>0

Acquisto NUOVO

Possesso>0

Acquisto USATO

Analytics e Campaign Managment

Cluster Analysis

(8)

8

Cluster 1 Cluster 2 Cluster 3 Cluster 4 Cluster 5 Cluster 6

N-% auto 8 - 15% 7 -13% 16 - 29% 7 - 13% 9 - 16% 8 - 15%

N-% acquirenti 17,846 - 26% 6,915 - 10% 14,341 - 21% 16,459 - 24% 7,980 12% 5,083 - 7%

Segmento A/B A/B A/B B C L0

FIAT GRANDE PUNTO ALFA ROMEO MiTo CITROEN C1 CITROEN C3 FIAT BRAVO CITROEN C3 PICASSO

FIAT PANDA SEAT IBIZA FORD KA FORD FIESTA FORD FOCUS FIAT FIORINO QUBO FIAT PUNTO LANCIA Y/Y10/YPSILON OPEL CORSA HYUNDAI I 30 FIAT IDEA

FIAT SEICENTO NISSAN MICRA PEUGEOT 206 OPEL ASTRA FORD FUSION RENAULT TWINGO PEUGEOT 207 PEUGEOT 308 OPEL MERIVA SUZUKI SWIFT RENAULT CLIO RENAULT MEGANE

TOYOTA AYGO VW POLO TOYOTA YARIS

CHEVROLET AVEO FIAT 500 MY 07 CHEVROLET MATIZ AUDI A3 LANCIA MUSA

DACIA SANDERO MAZDA 2 HYUNDAI I 10 BMW SERIE 1 MERCEDES CLASSE A

HYUNDAI I 20 MINI KIA PICANTO VW GOLF RENAULT MODUS

SKODA FABIA SMART NISSAN PIXO TOYOTA IQ OPEL AGILA

PEUGEOT 107 SUZUKI ALTO SUZUKI SPLASH

Sesso/Età Over 45 Under 35 Femmine M under 25 / F under 55 Maschi Maschi over 35

Parco Poss/Acq Poss>0 Acq Usato I auto / Poss 0 I auto /Poss>0 Acq Usato I auto Poss 0 /Poss>0 Acq Nuovo Poss 0 /Poss>0 Acq Nuovo

Fedeltà Marca Segmento Marca Marca

Marca/Modello LEGENDA B benzina D diesel G gpl M metano Alfa Fiat Lancia Abarth LEGENDA B benzina D diesel G gpl M metano Alfa Fiat Lancia Abarth

Analytics e Campaign Managment

Cluster Analysis

(9)

Sul miglior 5 % la lift è pari a 6.5, sul miglior 20% a 3.2

1

2

3

4

5

6

7

Training

Validation

Totale

ventili di popolazione (ordinata in base allo score)

li

ft

c

u

m

u

la

ta

Ventile Training Validation Totale

5% 6.45 6.47 6.47 10% 4.62 4.64 4.63 15% 3.72 3.73 3.73 20% 3.14 3.17 3.15 25% 2.76 2.77 2.76 30% 2.46 2.47 2.46 35% 2.22 2.22 2.22 40% 2.01 2.02 2.02 45% 1.86 1.86 1.86 50% 1.72 1.72 1.72 55% 1.61 1.61 1.61 60% 1.50 1.51 1.51 65% 1.42 1.41 1.42 70% 1.34 1.34 1.34 75% 1.27 1.27 1.27 80% 1.20 1.21 1.20 85% 1.15 1.15 1.15 90% 1.10 1.09 1.10 95% 1.05 1.05 1.05 100% 1.00 1.00 1.00 LIFT cum

Analytics e Campaign Managment

(10)

30%

40%

50%

60%

70%

80%

90%

100%

Training

Validation

Totale

ventili di popolazione (ordinata in base allo score)

%

ri

s

p

o

s

ta

c

a

tt

u

ra

ta

c

u

m

u

la

ta

10

Sul miglior 5 % si cattura il 32% del target,

sul miglior 30% il 74%

Ventile Training Validation Totale

5% 32.3% 32.3% 32.3% 10% 46.2% 46.4% 46.3% 15% 55.8% 56.0% 55.9% 20% 62.8% 63.3% 63.0% 25% 69.0% 69.2% 69.1% 30% 73.7% 74.0% 73.7% 35% 77.6% 77.8% 77.7% 40% 80.6% 80.9% 80.8% 45% 83.6% 83.7% 83.6% 50% 86.0% 86.0% 86.0% 55% 88.4% 88.4% 88.4% 60% 90.3% 90.3% 90.4% 65% 92.1% 91.8% 92.1% 70% 93.8% 93.6% 93.7% 75% 95.0% 95.1% 95.1% 80% 96.3% 96.4% 96.3% 85% 97.6% 97.4% 97.6% 90% 98.8% 98.4% 98.6% 95% 99.4% 99.3% 99.4% 100% 100.0% 100.0% 100.0%

% RISPOSTA CATTURATA cum

Analytics e Campaign Managment

(11)

Sul miglior 5% la lift è maggiore di 7

Sul miglior 20% la lift è pari a 3

Analytics e Campaign Managment

(12)

12

Sul miglior 5% si cattura il 44% del target

Sul miglior 30% si cattura il 70% del target

Analytics e Campaign Managment

(13)

Marca Acquistata

Marca posseduta

Contatto DM

FGA

Concorrenza Auto

FGA

NO

45,77%

54,23%

SI

51,19%

48,81%

Concorrenza Auto

NO

18,04%

81,96%

SI

24,46%

75,54%

Totale

31,21%

68,79%

Direct marketing

+ 5,4% loyalty

(14)

Marzo 2011 14

Fonte: Netpop Research – Italy 2009

Search engine Geo-localization capability gives opportunity to invest on-line at national

level, at local (area/city) and at dealer level with more specific promotional activities

Brand area focused campaign

(ex Milano Mito campaign)

Dealer Campaign

(ex FAV frankfurt sept campaigns)

Brand National campaign (ex Giulietta DE)

WEB: Lead Capture

(15)

Lead Management

Leads Capture

Leads Qualification

(Prospect)

Leads

Profiling

Leads

Dispat-

ching

Sales

Tracking

WEB

Corporate

Web

campaign

SES/

Landing

page

Inbound

Calls

DM

Campaign

Customer/Leads

Feedback

Reporting

Dealers

From lead capture, treat lead, qualify, book appointment, dispatch, and process at the dealer

to monitor and manage with Sales Reps.

Governance (KPIs)

• Lead Capture

• Sales on Leads

• Qualified leads on total leads

• Leads managed within service level

(16)

Marzo 2011

NetMining and Lead Management

16

Attract Traffic

Conversion

Marketing

Lead Generation

Sales

Behavioural

Targeting

Internet users

Key elements:

On-line scoring

based on

navigation pattern traced using

existing site page tags

Dynamic registration

for action

forms triggered by on-line score

to capture leads

Lead Processing

through: lead

treatment, visit booking,

disptaching and closure tracking

(17)

Shopper Feedback

Active management of pipeline

What is it?

Active management of dealer sales

pipeline by following up with all prospects

that “shopped” at the dealership and

coaching salesman to understand and

react to shopper feedbacks

What you get?

Monitoring and improving of dealer

“traffic” and sales process

Why and how many shoppers rejected

What actions are required to make

undecided shoppers buyers

Shopper profile and cross shopping

considerations

Increased Win-back Sales

Showroom traffic Rejecters (lost) Undecided (win back) Buyers (won) Traditional focus Shift done Relevant focus

(18)

Marzo 2011 18

Shopper feedback

Impact on Sales

Shopper Feedback ensures 100% follow-up on prospects. The

positive benefit is an increased “win-back” rate

Shopper Management

increase closure rate of

“undecided”

Not Processed by

Shopper Feedback

Processed by

Shopper Feedback

Closure rate on “undecided” shoppers

3 months after proposal date

2,4%

4,8%

+ 100%

Sales tracked on processed shoppers are

50% incremental

(19)

Shopper Feedback

Impact on rejection rate

1) Shopper Feedback based on site coaching

and dealership management of salesmen

improves NPS.

2) Improved NPS reduces Rejection Rate and

therefore minimizes lost sales

3) Can help sustaining overall Customer

satisfaction

(NCBS ranking AR Italy)

15% 20% 25% 30% 35% 25% 30% 35% 40% 45% 50% 55%

R

ej

ect

o

pn

rat

e

Shopper NPS

Dealers with NPS >50%

decrease their rejection

rate by 30%

NPS vs Rejection Rate

Results FGA Italy Gen-July 2010, dealers with more than 100% interviews and that recorded more than the expected number of offers .

+

36

%

42%

Potentially increasing

their sales by 20%

2008

Top Avr Bot

2009

(20)

Marzo 2011 20

Shopper Feedback

“real time” Marketing Intelligence

Collecting Shopper feedback we can monitor the traffic volume and

the profile of our potential customers

(21)

- Quanto sei soddisfatto dalla tua esperienza in concessionaria? - Raccomanderesti la concessionaria?

- Ti hanno proposto una prova su strada della vettura?

Sales

SEMPLICE, VELOCE E TRASPARENTE

Cosa avrebbe dovuto fare la Concessionaria per

migliorare la tua opinione?

Qual è l’aspetto che hai apprezzato maggiormente?

PROMOTER? DETRACTOR?

Cosa avrebbe dovuto fare la Concessionaria per ottenere un 10? PASSIVE? 1-6 7-8 9-10 1

In 2007 we redesigned the program to:

Provide faster and transparent customer feedback to dealers

Refresh concept from long term “loyalty” to shorter term business

opportunity through word-of-mouth

NPS = % Promotors - % Detractors

(22)

Marzo 2011 22 3,7% 3,6% 4,9% 6,8% 5,3% 5,1% 5,2% 5,3% 7,3% 7,0% 2,8% 3,7% 3,8% 3,6% 3,8% 6,2% 6,3% 7,2% 8,6% 7,7% 2,0% 2,5% 1,9% 3,9% 3,1% 1,8% 2,8% 3,6% 3,8% 3,0% 0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0% 2trim2009 3trim2009 4trim2009 1trim2010 2trim2010

prezzo

tempi_consegna

Informazioni

Gentilezza e Competenza

modalità di consegna

burocrazia, organizzazione,…

Processing the open ended questions on “what should we have done to deserve

a stronger recommendation?” we can identify the priorities in the eyes of the

customers

(23)

CON ALMENO 10 INTERVISTE

N° Dealer

44,5 %volume di

vendite

4

63

dispersione

indice

3

2

1

SOPRA LA MEDIA

MERCATO: 162 dealer

SOTTO LA MEDIA

MERCATO: 130 dealer

%

v

o

lu

m

e

v

e

n

d

it

e

i

n

a

m

b

it

o

media mercato

62.8 %

INDICE NPS ( -100% ÷ 100% )

best performers

87.4 %

55,5 %volume di

vendite

Totale DEALER = 292

10

7

30

78

94

2,90%

21,60%

32,40%

28,50%

11,10%

1,50%

0,60%

0,80%

0,20%

0,30%

( -17.5 ) ( -5.9 ) ( -5.9 ) ( 5.3 ) ( 5.3 ) ( 16.5 ) ( 16.5 ) ( 27.7 ) ( 27.7 ) ( 38.9 ) ( 38.9 ) ( 50.1 ) ( 50.1 ) ( 61.3 ) ( 61.3 ) ( 72.5 ) ( 72.5 ) ( 83.7 ) ( 83.7 ) ( 94.9 )

(24)

The Contribution of CRM Sales as a % of Sales to Retail Customers grew

year over year but is still half of it’s potential

CE & CRM Sales

Current State & Potential

The turning point was in 2008, when we started providing DLR CE&CRM Services to dealers supported by

on site coaching: this increased the adoption of DM and Dealer Pipeline Management (Shopper Feedback) .

Potential target is 25% (the performance of DRL CRM Services heavy users is 25-30%!)

1,10%

2,30%

4,90%

8,70%

12,50%

15%

0%

5%

10%

15%

20%

25%

30%

2006

2007

2008

2009

2010

2011

24

+10% p.ts

Target value 25%

Figure

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References

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