“This is not just a tool. This is 100% engineered and designed for satisfaction surveys. Over 15 years experience in research comes together in Customer Heartbeat” The online Customer Performance Intelligence Dashboard provides: Ability to scale to a one-to-one level Determine the strengths of the organization with a priorities matrix Preview by segment, regions, account type Preview by Success Factor & Indicator Questions Both visual marked survey answers & a converted quantitative result. An individual face to customers, markets, sectors, performance areas, & departments. Reporting across department teams is synergized – focuses on “Continuous Improvement actions” Ease for reporting with ISO & other quality agencies.

1. Improve through Reflection
Customer Heartbeat ®
Online customer performance
intelligence dashboard

2. Improve through Reflection
ACTIVATING CUSTOMER INFORMATION, MAKING RESEARCH PAY OFF
Customer satisfaction surveys map what customers expect and how
satisfied they are with, and how loyal they are to, your organization and
competing organizations. They do not yield results that stand by them-
selves. It is also important to realize that customers are real people. In-
formation on contacts in your customer organizations is more than cold
data or average scores. The online performance intelligence dashboard
provides an individual face to customers. This is not just important to
you, but also to important officials, such as the Management Board and
sales management, department management like customer service, lo-
gistics and account management.

3. CUSTOMER INTELLIGENCE
The results of your survey are shown in the online customer performance intelli-
gence dashboard. You can perform analyses and actions at the general satisfaction
level down to the level of the individual customer. The following impressions give
some concrete examples.
HOW SATISFIED ARE CUSTOMERS?
We have found that 29% of all customers are very dissatisfied and 35% very satis-
fied. Clicking on the parts of the diagram immediately shows the profile of these
customers. In this way, you can formulate policies for dissatisfied customers and
ambassadors. Who takes what action to thank the customer for his satisfaction,
who will make sure that customer satisfaction levels improve?

4. Improve through Reflection
WHICH SEGMENTS ARE MORE AND LESS SATISFIED?
Clicking the red part of the diagram (very dissatisfied customers)
shows that C customers in particular are dissatisfied.

5. WHAT ACTION POINTS DO CUSTOMERS SEE?
The display shows action points for the entire or-
ganization, but also for each customer segment. For
instance by organization segment criteria like region and country, or customer seg-
ment criteria like customer size (A, B or C customers). The dissatisfaction of C cus-
tomers in relation to the ten main expectations mainly refers to the quality of the
product (40% of customers indicate that it should be better), delivery of the com-
plete order (47% potential for improvement), and the office staff living up to its
promises (48% potential for improvement). In addition to a product problem, there
is a logistical problem that is probably shifted to the office staff to a great extent.

6. Improve through Reflection
WWHAT ARE THE STRENGTHS OF OUR ORGANIZATION?
Clearly it is also important to determine the strengths of the organization. The five
green circles refer to the legend. Availability of office staff, knowledge of the cus-
tomer, product and market, quality of relationship management, the field service
living up to its promises, and pricing are strengths.

7. WHERE ARE WE VERY
AND LESS COMPETITIVE?
In relation to what points do many customers
feel our organization does better? The organi-
zation is very competitive in relation to order
confirmation (+30%), moderately competitive
in relation to knowledge of the customer, product and market, and the customer-
friendliness of the office staff. In the eyes of the customer, the office staff does not
represent a competitive edge in relation to thinking proactively along with the cus-
tomer and providing information. The dashboard also allows you to determine
whether you do better or worse compared to each competitor for the main cus-
tomer segments. You can see what you are doing to increase your competitive edge
per customer. This is vital for formulating competition strategy.

8. Improve through Reflection
WHAT ARE THE EXPECTATIONS OF DIFFERENT CUSTOMER GROUPS?
The ‘average’ customer does not exist. Segmenting is vital to understanding the differences in cus-
tomer expectations, customer satisfaction, and action points. For instance, B customers are found
to be less satisfied in relation to the top 10 key expectations than C customers (46% versus 37%
potential for improvement). They also expect different things, the action points are different (com-
plete order 5.68: 60% of all customers feel this must be improved), and the organization is less
competitive in relation to the top 10 expectations (4% versus 23%), as compared to C customers.
TO WHAT EXTENT DOES THE ORGANIZATION
REALIZE PERFORMANCE EXCELLENCE?
Again and again, the question is where perfor-
mance is excellent, moderate or bad in relation to
the top 10 key expectations. B and C customers do
not see excellence of performance at any point.
An excellent performance is when less than 20% of all
customers feel that performance should be improved.

9. HOW DO PEOPLE FEEL ABOUT THE ORGANIZATION?
It is interesting for marketing people to find out whether
the image has been communicated correctly. Where at least
60-80% of all customers agrees with a statement, the as-
pect can be incorporated into the company profile: reliable,
innovative, listens to the customer, honest, but not very cus-
tomer-focused. Improvement management and marketing
communication are vital in relation to this point.

10. Improve through Reflection
LOYALTY
The level of commitment to your organization is
the main question. To what extent do dissatis-
faction and less competitive strength for the top
10 expectations reduce loyalty? B customers are
less satisfied than C customers; they also give
lower scores for recommendation, remaining a
customer, and buying more.
.
Neutral and non-loyal customers can be dis-
played easily by clicking the red section of the
bar.

11. Now sales can follow up on non-loyal A customers with a single mouse click.
The customer report clearly shows why this A customer is not loyal.
FEATURES OF CUSTOMER HEARTBEAT®
- The dashboard can be accessed via the internet by means of a login code.
You do not need to install software.
- The dashboard is available in multiple languages.
- You can compare surveys and track customers over time.
- The information is easy to access at the customer level.
- The information is easily exported to Excel, SPSS, or other applications.

12. Improve through Reflection
BENEFITS OF CUSTOMER HEARTBEAT® Integron The Netherlands
Wijnhaven 65
3011 WJ Rotterdam
- Analysing performance information.
Phone: +31(0)10-411 5966
- The results can be displayed down to the level of the
Fax: +31(0)10-411 5753
individual customer. The complete ‘story’ often explains
E-mail: info@integron.nl
more than an average score.
Internet: www.integron.nl
- Department or Account Managers can look at the
information themselves. The advantage is the sense Integron Germany
of control and ownership. Stadttor 1
40219 Düsseldorf
- Department or Account Managers can work with the
information themselves. For instance, which customers Phone: +49 (0)211 300 3472
are dissatisfied, not loyal, or willing to pay more. Fax: +49 (0)211 300 3200
Supervision is extremely important in this context. E-mail: info@integronresearch.de
- You can develop customer profiles to Website: www.integronresearch.de
structure expectations, improvement
Integron Research United Kingdom
management, competition 29th Floor, One Canada Square
strategy, and loyalty Canary Wharf, London E14 5DY
management. Phone: +44 (0)20 7712 1698
Fax: +44 (0)20 7712 1501
E-mail: info@integronresearch.co.uk
Website: www.integronresearch.co.uk
Integron Research USA
401 N. Tryon St., 10th Floor
Charlotte, NC 28202
Phone: +1-704-998-5629
Fax: +1-704-998-5301
E-mail: info@integronresearch.com
Website: www.integronresearch.com
Integron France
La Grande Arche - Paroi Nord
92044 Paris la Défense cedex
Integron BV
Wijnhaven 65, Rotterdam
Phone: +33 (0)1 40 90 33 16
Fax:
Postbus 61300 40 90 31 01
+33 (0)1
E-mail : info@integron.fr
3002 HH Rotterdam
Website: www.integron.fr
Telefoon 010 4115966
Integron4115753
Fax 010 Australasia
20 Opalinfo@integron.nl
E-mail: Way
Mt Richon WA 6112
www.integron.nl
Phone: +61 466 362 407
E-mail : australasia@integronresearch.com
Website: www.integronresearch.com