1. Quantifying the value of
Customer Experience
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2. What is a Customer Experience Program?
2Confidential & Copyright © SynGro 2013
It is not paying
“lip service”

3. A Customer Experience Program puts the
customer at the centre of the business
3
Social
Media
Analytics & Reports
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Act
Complaints
Surveys
Collate &
Distribute
Tactical:
Case management
Regular analysis
Management rhythm
Strategic:
Pattern identification
Root cause analysis
Business improvement
Best operating practice
Listen Understand

4. Why bother?
Confidential & Copyright © SynGro 2013 4
Complainer
Detractor - Net Promoter Score
Not satisfied – Customer Satisfaction Index
Not easy to do business with – Customer Effort Score
LEAD INDICATOR
Reduced spend
No ability to cross/up-sell
Defection / churn
Negative word of mouth

5. Show him the money!
How to get your CEO to sit up and take notice
5Confidential & Copyright © SynGro 2013

6. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
mini plus mini typowy bliski plus bliski typowy diament market sam.
plus
market sam.
typowy
monopolowy wygodny
Detractors Passives Promotors
Customer feedback information is good
Integrated with financial data, it is better
DETRACTORS Segment A Segment B Segment C Segment D Segment E
# of Customers
Aver. Volume (HL)
Aver. Turnover ($)
Total Volume (HL)
Total Turnover ($)
Aver. % of discount
Total EBIT
16
32
33 894
507
74 298
4
60 297
265
43
12 126
11 398
8 743 325
2
345 916
97
112
38 379
10 821
5 819 720
3
387 852
592
79
23 950
46 775
19 954 617
7
8 571 005
50
166
19 643
8 313
6 982 167
2
345 510
DETRACTORS
POTENTIAL
RISK
# of Customers
Aver. Volume (HL)
Aver. Turnover ($)
Total Volume (HL)
Total Turnover ($)
Total EBIT
1 227
1 213
90 975
1 488 351
111 626 325
13 395 159
A B C D E F G H I
Promoters
Passives
Detractors
6
Risk and benefits case
A B C D E
Opportunity
PROMOTERS
POTENTIAL
GAIN
# of Customers
Aver. Volume (HL)
Aver. Turnover ($)
Total Volume (HL)
Total Turnover ($)
Total EBIT
2 549
1 831
137 325
4 667 219
350 041 425
42 004 971
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7. Sometimes you have to look for trends to
identify the benefit
7
2010 NPS
2011/12 NPS
Average Sales
+25% to €3.54m
Average Sales
+16% to €3.28m
Average Sales
-36% to €1.81m
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8. Prioritise strategic actions based on the loyalty metric
score and financial data
8
Acc Owner: Steven Thomas
DDi: 44 23 344 0997
Email: sthomas@acme.co.uk
Esc Manager: Paula Davies
Revenue Profit Share of Wallet
2013 2012 2011 2013 2012 2011 2013 2012 2011
ACT
BUD
26.3
VAR
24.3
+2.0
24.3
23.3
+1.0
21.7
22.3
-0.6
2.3
2.3
=0.0
3.3
3.5
-0.2
18.2%
22.0%
-3.8%
23.2%
19.0%
-4.2%
18.2%
22.0%
-3.8%
3.6
4.1
-0.5
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9. Prioritise strategic actions based on the loyalty metric
score and financial data
9Confidential & Copyright © SynGro 2013

10. 10
Needs to indicate comparisons versus customers in a similar segment
It is important to compare your performance with competitors
against those issues that are most important to the customer
Most
important
Least
important
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11. Customer
Analyse scores
Call back
customer
reactions
and analyse
them
Take action
verbatims
Analyse root causes
Come up
with actions
and prioritize
Implement
structural
Feedback
improvements
to employees
Contact customer –
act on low scores and
share best practice
from Promoter
feedback
Implement structural
improvements
based on closed loop
feedback insights and
other analyses
Inner circle
Outer circle
More tactical More strategic
Confidential & Copyright © SynGro 2013 11
improvements
It is important to consider the processes that are
supported by the data
Based on Bain and
Co methodology
NPS, CSI get
Measure
Gather
and customers
Train employees
based on facts
from reports and
customer case
examples
Best
Operating
Practices
Business
improvement
projects
Cross
functional
teams
(Use
financial
data)

12. This implies front office and back office
coordination…and the involvement of people
12Confidential & Copyright © SynGro 2013
Negotiation
PerformanceAcceptance
Preparation
Let me help
you address
your concern
Preparation Negotiation
Acceptance Performance
Preparation Negotiation
Acceptance Performance
• Infrastructure
• Technology
Performance
Preparation Negotiation
Acceptance
Preparation Negotiation
Acceptance Performance
Aligning feedback and operational
excellence enhances customer
satisfaction and eliminates waste
(cost savings)
The mobilisation of people is aligned to feedback and CSat
customer front line back office

13. Bringing the pieces together
 Customer experience has 3 major parts
– LISTEN, UNDERSTAND, ACT
 Get the (loyalty) metrics right
– Try them out, see what works
 Link to financial performance
– It’s not always obvious
– Try different scenarios
 Ensure front and back office work in
harmony
Confidential & Copyright © SynGro 2013 13
Your CEO will sit up and take notice

14. Confidential & Copyright © SynGro 2013
Keith Schorah
CEO
SynGro
keith.schorah@syngro.com
Thank you