-21% -18% ASSESSMENT SUMMARY Industry Benchmarks -29% -38% Loyalty of employees to your organisation. Ease of engaging with your organisation

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1 Sample Report

2 ASSESSMENT SUMMARY 2016 Industry Benchmarks NPS NES Mar-17 Mar-17-21% -38% -18% -29% Loyalty of employees to your organisation (Scale of -100 to +100) Ease of engaging with your organisation (Scale of -100 to +100) Timeframe: April 2017 to June 2017 Attempted Contacts: 216 Responses Received: 93 (43.1%) Unable to Contact: 77 (35.7%) following two unsuccessful attempts Bad Data: 46 (21.3%) Total Calls Made: 293 Statistical Significance: 95% confidence the sample has a maximum variance of 7.7 points

3 ASSESSMENT APPROACH DETRACTORS PASSIVES PROMOTERS Each willing contact was asked to rate on a scale of 0 to 10, the level of effort required when dealing with Client Account Management Team 0 being Immense Effort and 10 being Minimal Effort (NES) This forms the measure to assess how easy you are do business with (in this case focused specifically upon Account Management). Each willing contact was then asked to rate on a scale of 0 to 10, how likely is it that they would be willing to recommend Client Services to a friend or colleague 0 being Absolutely Not and 10 being Without any Doubt (NPS). This forms the measure to assess how loyal are your clients. Each contact was then asked why they provided the scores and any reasons given were noted in the raw data. This helps to add context to any factors that are influencing the way they score. Any contact that stated they were unwilling to provide feedback (whilst being aware this was on behalf of Client Services) have been noted as a detractor (scored 0). Details for those contacts who were unwilling as been noted in the raw data. This is standard assessment practice. Clients that are unwilling to provide insight should not be considered as a Promoter of the organisation. Where a contact was unavailable on the first call attempt, or expressed they were too busy and to call back, a follow-up call was made.

4 KEY INSIGHTS The raw data allows additional analysis e.g. industry type, role type, account manager etc. There are however some overall recurring themes to emerge from the feedback of the 93 responses that are referenced below: STRENGTHS: WEAKNESSES: High Promoters where there are relationships: Client were generally seen as a provider of commoditized services and relationship were not seen as a high priority. That said, where there were clearly strong relationships (knew Client, knew & valued Account Manager), there was also a strong correlation to the client being a Promoter. Brand awareness is low: There was confusion with many clients as to who are Client and what services they provide. This appears to be compounded when the original service has been acquired by Client. Some client s stated that they did not use Client or were completely unaware of what Client provided other than a narrow service line. High Promoter where there is communication: Those clients that highlighted that good communication was operating with Client were also found to be Promoter s despite any service-related issues. This indicate the high value that Client s clients put against communicating well. S W Price is a central issue: Price figured for many of the clients that expressed the high dissatisfaction. It was perceived that prices had increased post-acquisition of an existing provider and/or that pricing has increased without any effective communication, context or articulation of the value versus price. Several clients explicitly stated that due to pricing, they would walk away but from being tied contractually. OPPORTUNITIES: THREATS: Increasing awareness and insight: There is a clear opportunity to increase client awareness of Client the business, the service and value it can bring. Out of date data indicates that the mechanisms for keeping regular two-way client interaction need attention. Increase differentiation: There was absolutely no indicators expressed that Client are seen as having any differentiation from I s competitors. The clients therefore see it as operating in a price-lead commoditized market. The appears to be a real opportunity at this time for Client to seek to disrupt and differentiate and stand out in the market/client perception: Brand awareness, services & value, transparent & innovative pricing, relationship-based communication, simplified client experience and linked service lines. O T Ease of service may be an inhibitor: Clients perceive that the services provided, require higher levels of effort than some of Client s competitors. Additional form filling and training needs were regularly referenced. This may inhibit the desire to adopt additional service and/or increase the willingness to switch to competitor that are seen to be easier to deal with. Failing to communicate negates the service provision: Client believe that the majority of services Client deliver are simple processes and therefore should not go wrong. There was a recurring view that the thing Client must therefore do well to move above simply meeting expectations is to communicate effectively, accurately and timely. Failure to communicate effectively negates any positive from the actual service delivery itself.

5 FUTURE ATTENTION Account Manager Bad data contacts Total responses for each account manager NES Promoter responses (effort) NPS Promoter responses (loyalty) Manager (100%) 3 (100%) Manager (46%) 9 (35%) Manager (0%) - (0%) Kano Analysis Consider using across client demographics. Identify, segment and focus on differing elements of a service that the client values. Manager (0%) - (0%) Manager (29%) 1 (14%) Manager (20%) 2 (20%) Manager (58%) 6 (50%) RACI Consider using as a basis to measuring client relationships and influence. Manager (50%) 1 (50%) Manager (15%) 4 (20%) Manager (33%) 4 (66%) CRED Methodology Consider implementing the approach across all client interfaces and interactions.

6 FOR REFERENCE Research has shown that understanding Customer Effort is a highly effective predictor of customer loyalty and future revenue, particularly if used in conjunction with Net Promoter Score and Customer Needs Analysis. A 2014 study of more than 75,000 customers* found that delighting customers only makes a marginal difference to customer loyalty. What the majority of customers are seeking are simple and quick solutions, products & services. Rather than delighting customers, organisations derive the greatest value by meeting customer needs and reducing customer effort. 65% of customers are likely to say something negative about their experience. 48% of customers with a negative experience will tell 10+ people about it 25% of customers are likely to say something positive about their experience 23% of customers with a positive experience will tell 10+ people about it The study found that 20% of satisfied customers intended to leave, whereas 28% of dissatisfied customers intended to stay. Customers were four times more likely to leave a service interaction disloyal than loyal. Great service does not necessarily drive loyalty, but bad customer service frequently results in disloyalty. The results of customers expending low levels of effort when engaging with an organisation resulted in: 94% intended to repurchase 88% increased their spending *Source: Corporate Executive Board, Harvard Business Review July-August 2014

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