Customer Analysis



Know your customer better,

better evaluate

understand and manage




Get to know, evaluate and manage customers better with detailed customer analyses

Although sales are usually well utilized and many customer visits are completed, the choice of customers with whom the valuable time is spent is often not sufficiently oriented towards the customer potential and the so-called “strategic fit” of the customers. Often the prioritization by potential and value is lacking.



If one wants to record the value of a customer or a customer segment in its entirety, it is not sufficient to carry out only past analyses based on sales and contribution margin. Aspects such as growth potential or ability to innovate and reference must also be included in the overall assessment as a forward-looking assessment criteria. A systematically developed customer analysis – and support concept helps to align sales properly, because the sales representatives can only use their precious working time once.



Look after the right customers properly.

Customer analysis and customer value

Although sales are usually well utilized and many customer visits are completed, the choice of customers with whom the valuable time is spent is often not sufficiently oriented towards the customer potential and the so-called “strategic fit” of the customers. Find>out>more



Who at your customers decides about your offers?

Buying Center Analysis

The purpose of the Buying-Center Analysis is to determine which target persons should be addressed why, when and how in the target company. Learn more>>



The new target groups

Buyer Persona Analyse

In the past, marketing had to reach as many people as possible with a message. Today, the quality and content of the message, as well as the relevance for the individual, play a crucial role. Learn more>>



Do you really know what your customers think about you?

Customer satisfaction analysis

Customer satisfaction analysis is an important strategic tool for companies. In addition, high customer satisfaction has a positive impact on resale and referral behaviour as well as cross-buying potential of customers. Learn more>>






Customer analysis and customer value



Detailed customer analyses are prerequisites for effective Customer Portfolio Management

Looking after the right customers

properly


-only works if you know your

customers in depth

For the identification of the most promising customer segments, potentials and individual customer values best used are systematic analysis and segmentation tools like:

  • Customer size class analysis (by revenue and contribution)
  • Analysis of the current share of wallet
  • Analysis of cross-selling and upselling potential
  • Customer satisfaction analysis
  • Analysis of customer retention intensity
  • Analysis of reference potential (referral rate)
  • Customer retention intensity analysis or loyalty analysis
  • Growth potential analysis
  • Customer value analysis

Based on the data, information and analysis collected, customers are evaluated according to their current and future value to your company.

Although these classifications and segmentation form the basis for customer prioritization, other criteria, such as the quality of the business relationship, payment behavior or the purchase share of new products, should be included.

The results from the customer analyses into the sales activities of the sales force can be carried out in different ways. It is possible to proactively serve the important customers (according to the new definition) through the field service, while the C- and D-customers, but also large customers with a lower rating, are managed by the customer service via telephone.

The segmentation of customers and the formation of clusters also offers the possibility to build specific customer loyalty systems for the different clusters, with the aim of consolidating customer loyalty among the good customers.

Consulting example: “Detailed, forward-looking customer analysis and evaluation”

  • Criterion selection and determination of weights (workshop)
  • Preparation worksheet/templates and evaluation process
  • Conducting customer analyses (basis of existing data + workshop)
  • Segmentation of results and customers. Creation portfolio matrix
  • Deriving concepts and actions for sales and field service managing

© New Business Consulting GmbH






Buying Center Analysis



Buying-Center-Analysis makes it easier to plan and manage decision-making processes for contracting

Who at your

customers

actually decides

about your offer?



With the Buying-Center-Analysis its intended to determine which target persons why, when and how to be addressed within the target company. Criteria for selection might be features of the persons involved in the purchase decision, such as the position In the hierarchy, belonging to certain functional areas or personal characteristics (Buyer Persona).

The functionality how the Buying Center works results from the different roles of its actors:

  • Initiator
  • Gatekeeper (selecting informations)
  • Influencer
  • Decider
  • Buyer
  • User

It is of particular importance for sales and B2B marketing to identify the members of the Buying Center and to analyze them in their role behavior. This is not easy for international companies, as there is often not always a clear direction and hierarchy of decision-making internally. This makes it even more important to identify and expand the best “supporters.”

Consulting example “Analysis of decision-making structures”

Buying-Center Structure (names, functions, hierarchy)

  • Decision-making processes and criteria
  • Identification of the Buyer Persona
  • Design of supporting measures/actions

© New Business Consulting GmbH




Buyer Persona Analyse



The new target groups

In the past, marketing had to reach as many people as possible with a message. Today, the quality and content of the message, as well as the relevance for the individual, play a crucial role.

Which information is relevant to each other, is always dependent on the respective context of the recipient. This includes personal characteristics and behaviours, such as his prior knowledge, his tasks in companies, the type of information gathering and the position in the companies and within the customer journey.

In order to determine via which channel and content the potential customer is most likely to reach, sales and marketing need to get to know their customers and take into account the specific context. This is the only way for a supplier to create relevant content with added value and ultimately generate interest.

Typical questions a company should ask when creating Buyer Personas include:

  • What customer type is wanted?
  • Who would be easiest, quickest, most likely to buy the product or service and contract the company?
  • Who has sofar actively recommended the brand or product/service?
  • Which customers are particularly profitable?
  • What growth potential can be achieved by attracting new customers?

For successful B2B communication, companies need to create exciting, emotional and unique content that really interests their customers. To do this, they need to know the preferences and behaviors of the different target people in detail.




Customer satisfaction analysis




Customer Satisfaction Analysis, an early warning system which often does not receive the necessary attention

Do you

really know

what your customers think

about you?

Customer satisfaction analysis is an important strategic tool for companies. In addition, high customer satisfaction has a positive impact on customer resale and referral behaviour as well as cross-buying potential. Today, it is undisputed that increasing customer satisfaction is an important business task. But this alone is not enough, because the real goal is to increase customer loyalty.

These findings are more simple than defining and deploying a meaningful measurement and control tool for customer satisfaction and retention. Because analyzing and measuring customer satisfaction is usually a glimpse into the past. Customer loyalty, on the other hand, is a requirement for the future and thus corresponds to a view through a windshield with the ability to accurately predict significant events and results.

This requires a reliable tool that, as an early warning system, also shows the quiet but dangerous signals of (un-) satisfaction:

  • What are the real settings and expectations of customers (existing and potential)?
  • What are the reasons for buying at the competition?
  • Does your company offer the products/services customers want, and how is the marketability compared to the competition seen?

Its about recognizing developments in customer satisfaction in a timely manner to be able to counteract efficiently, to identify and expand strengths and eliminating performance deficits.

Depending on the sales channel, domestic and foreign trading partners must be involved in the investigation. In order to determine the own image, employees from the internal departments who are in contact with the customers are included in the survey. Thus, a comparison between self-image and foreign image (that of the customer and “non-customers”) can bring even more meaningful results.

Efficient management of customer satisfaction requires accurate knowledge of areas in which expectations are met, exceeded or not met. Also important: How do competitors meet customer satisfaction and where their level of fulfillment is worse, equally good or better. Customers compare services received with their expectations, and the level of variance between expectation and performance determines the degree of (un-) satisfaction.

A forward-looking customer satisfaction analysis can only be carried out through personal and detailed interviews with the respective decision-makers, users and contacts within the respective customers. High-quality surveys must be conducted in which customers are also aware of the problems behind the problems (e.g. including the Kano model for analysing customer requirements).


Consulting example “Building a forward-looking customer satisfaction analysis”

  • Criterion selection and weighting to select the customers and persons to be interviewed
  • In-house analysis of the existing satisfaction criteria for the selected customers (old results, complaint behavior, new projects, open unexplained points, OTIF values, competitive shares), etc.
  • Development of a customized approach to consultation (content and type of implementation)
  • Development of the surveys: Results from the qualitative surveys must be comparable and quantifiable
  • Preparation for concrete measures to be discussed during discussions with the customer in order to proactively improve satisfaction
  • Define and plan follow-up actions

© New Business Consulting GmbH