COMPETITIVE ANALYTICS THAT DRIVE CUSTOMER LOYALTY. Bob E. Hayes, PhD Business Over Broadway

Transcription

1 COMPETITIVE ANALYTICS THAT DRIVE CUSTOMER LOYALTY Bob E. Hayes, PhD Business Over Broadway

2 Overview Competitive Analytics and Benchmarking Percentile Rank Using only your customer survey to benchmark your performance against your competitors How can we use competitive benchmarking to drive improvement? 2

3 Benchmarking Understand where you fit in the mix of competitors Understand relative performance Set standards of performance and identify best practices Among competitors Across customer segments Percentile rank is the key metric Helps you clarify the interpretation of raw scores (in the context of your competitors) 3

4 Percentile Rank of a Score Percentage of scores in the frequency distribution that are the same or lower than it If your score is at the 60 th percentile, that means your score is higher than 60% of other scores 4

5 Distribution Properties Percentile rank tells us our relative performance.1% 2% 16% 50% 84% 98% 99.9% 5

6 Example 1 6

7 Estimating Percentile Ranking 1. Include competitive question(s) in survey How do our products compare with the alternatives? 2. Assign percentile values to response options 3. Calculate average across respondents Response Options Value Much worse 0 Somewhat worse 25 About the same 50 Somewhat better 75 Much better 100 7

8 Percent of Respondents Competitive Ranking Estimates 45% How do our products compare with the alternatives? Company s Product Ranking 71% < 76% < 79% 40% 35% 30% 25% 20% 15% 10% 5% 0% 2% Much worse 7% Somewhat worse 19% About the same 34% Somewhat better 39% Much better Percentile Value % of Customers ( ) / 100 = 75.75

9 Customer Experience Performance Business Attributes % Positive 1 Loyalty 2 Impact on Understands Needs Addresses Needs Understands Better Than Competitors Security Effectiveness Reporting Management / Administration Documentation Ease of Installation End User Experience Ease of Upgrade Technical Support Price Tech Support via Telephone Tech Support via Tech Support via Web Knowledgebase Compare COMPANY Products to Alternatives Performance of each attribute is the percent of positive responses 2 Impact is the correlation between specific Business Attribute sand Customer Loyalty Index.

10 Driver Matrix Examine each business area s performance and impact on loyalty simultaneously. 1. Key Drivers Invest in areas to increase Customer Loyalty. 2. Hidden Drivers Use features in marketing to grow customer base. 3. Visible Drivers Consider features in marketing to grow customer base. 4. Weak Drivers Monitor as lowest priority for investment. 10

11 Impact on Customer Loyalty (correlation between business attributes and Customer Loyalty Index) Driver Matrix Comparative question Just looking at the business attributes, there is no clear key driver of customer loyalty To improve customer loyalty, best bet would be to focus on competitive benchmarking Performance on Business Attribute (Percent Positive Responses) 11 Customer Loyalty Index is the average of the following four questions (Overall, Satisfaction, Quality, Value, Recommend,).

12 Example 2 12

13 Estimating Percentile Ranking 1. Include competitive question(s) in survey What competing products do you use? What best describes our performance compared to the competitors you use? 2. Assign percentile values to response options 3. Calculate average across respondents Response Options Value Worse than all 0 Worse than some 25 About the same 50 Better than some 75 Better than all

14 Percent of Respondents Competitive Ranking Estimates 45% What best describes our performance compared to the competitors you use? Company s Performance Ranking 50% < 54% < 58% 40% 35% 30% 25% 20% 15% 10% 5% 0% 6% Worse than all 16% Worse than some 37% About the same 40% Better than some 2% Better than all Percentile Value % of Customers ( ) / 100 = 54.5

15 Competitive Ranking Estimates Company s Percentile Rank when competitors are present Company s percentile ranking is not adversely impacted by presence of most competitors Company s ranking is comparable to most competitors. Competitor H s presence in Company s Accounts has significant negative impact on customers perception of Company s performance. * Statistically significant difference between Company s customers who are using Competitor H and those who are not using Competitor H.

16 Final Thoughts Simple / Repeatable process See changes in your competitive ranking over time Are percentile rank estimates related to actual percentile rankings? Validation study to be completed in two months Sales and Marketing When customers perceptions do not match reality Branding comparing your customers who use competitors and those who do not Real Percentile Rank high medium low Customer s Percentile Rank Estimate low medium high Customers rank you lower than actual ranking Match Match Match Customers rank you higher than actual ranking 16

17 For More Information Bob E. Hayes, Ph.D. Web: Blog: Twitter: