Voice of the Customer

B2B

GE Air Filtration –Insights to Action Best Practice

Roberta O’Keith

GE Power & Water, Air Filtration

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Presentation Goal

• Get a basic understanding of how you can use market research and the insights gained to implement small changes within your organization

Presentation Agenda

• Review GE’s Customer Insights Approach and Process

• Business Case Example: GE Air Filtration; Using Needs-Based Segmentation Research to take Action

• Business Case Example: GE Air Filtration; Using a VOC Business Survey to take Action

• Summary

GE Air FiltrationStrategy• Helps customers achieve air quality and plant performance

goals with products and solutions for Gas Turbine Inlet Filtration and Industrial Filtration.

• With more than 40 years in air quality management expertise to serve our customers, Air Filtration is committed to improving power plant performance and helping the world’s infrastructures run cleaner, smarter and more efficiently.

Products• Gas Turbine Inlet Systems• Gas Turbine Inlet Filters• Bags & Cages• Pleated Filters• Membrane Technology• Performance Fabrics & Micro Filtration• Baghouse Accessories & Replacement Parts• Acoustic & Impulse Cleaning Systems

Gas Turbine Inlet Systems & Filtration

Industrial Filtration Filtration Membrane & Media

•2006 – Acquired Altair Filter Technology Ltd.

•Legacy of O&G offshore/marine, 2008 began PG offerings

•Asia, Europe, MEA, Latin America, North America

•2004 – Acquired BHA Group•Air pollution control, product collection–utilities, mining, metals, food & beverage, pharma, petrochemical, non-conventional fuels

•Strong N. America franchise, growing Latin America

•2004 – Acquired BHA Group•ePTFE membrane for air pollution control, microfiltration, automotive, military, outdoor fabrics

•Asia, Europe, North America

6

GE Air Filtration

Our Foundation

Search & Connect

Inquiry to Order

Order to Remittance

Post Delivery

Market Knowledge

Segmentation & Targeting

Value Creation

Go-To-Market ProcessGo-To-Market Process

Basic Go To Market Process

Commercial Activation

• Market Trends• Competitive

Landscape

• Customer Needs• Segment Profiling• Customer

preferences

• Value Proposition• Go to Market Plan• Competitive

Positioning• Pricing

• Marketing Execution• Branding

Segmentation

1. Needs Based Segmentation Research

Objective:

Understand what drives our customer to purchase our products and what are their key needs

Segmentation answers the critical questions …

What do our customers ‘look like’? Key characteristics…

What are their key needs? What drives their purchase

decision?

Tagging your customer database can help you understand:• Who are our most profitable customers?• How many more prospects look like them?

How can you better serve them?

Resource targeting Leads, rep activity, approval, servicing

Solution tailoring Price, distribution, communication /advertising Products, Services, Innovation

How to use Segmentation in your business…

Segmentation Study Results

• Clear Segment Needs/ Behaviors emerged

• Developed detailed segment profiles that included; top influences, key purchase drivers, suggested solutions, and talking points

Gathering Customer Insights – Phase 21. Needs Based Segmentation Research

2. Operational Business Survey

Sales Aids & Marketing ToolsMore Targeted Value PropositionsNPI SupportBusiness Process Improvements Customer Journey Map

Resulted in:

Objective: To define what customers expected out of a supplier across and establish baselines

Objective: Understand what drives our customer to purchase our products and what are their key needs

1. Baseline - Establish a baseline

2. Customer Care – Quantifiable definitions related to responsiveness and customer expectations

3. Retention – Identify actions to keep customers longer and drive more profitable business

4. Win-Back – Identify customers leave suppliers

5. Competitive Intel – Gain pertinent intel and benchmarking

Survey Objectives & Goals

ResponsivenessA. Customers expect 24 hour turnaround from their

supplier on any question or issue they may haveB. Customers expect to get a live person every time

they call a suppliersC. Customers expect order status information when

they call

Customer Retention/ Win-backA. Customers leave their suppliers primarily due to

better pricing from anotherB. Customers leave their current supplier due to a

poor customer experience

Survey Hypothesis

1. Validation of Key Purchase Drivers (rate)

2. How are we rated against our competitors on those KPD’s

3. Retention Drivers

4. Win-back

5. Competitive Intel

Quality• Product• Service

Price

Customer Experience

• Quote• Order• Delivery• Service• Technical Support• Billing/ Invoicing

Brand/ Reputation

• Familiarity• Consideration

Topics: Related to:

Survey Categories

Validated Key Purchase Drivers

73%72%

58%57%

55%50%

46%44%

41%37%

33%33%

28%27%26%26%

20%23%

35%30%34%

37%36%37%

40%44%

37%37%

36%37%

37%38%

5%4%

10%8%

11%16%15%17%

17%23%25%

27%26%28%26%

5%

QualityDelivery

ResponsivenessROI

Tech SupportProduct Perf Guaranty

Supplier ReputationCustomer Service

Sales SupportQuote Cycle Time

Single Point of ContactLow Purchase Price

Web CapabilitiesFlexible Warranty Terms

Supplier used for a long timeLocal inventory

Very important Somewhat important Neither Somewhat unimportant Very unimportant

ResponsivenessA. Customers expect 24 hour turnaround from their

supplier on any question or issue they may haveB. Customers expect to get a live person every time

they call a suppliersC. Customers expect order status information when

they call

Customer Retention/ Win-backA. Customers leave their suppliers primarily due to

better pricing from anotherB. Customers leave their current supplier due to a

poor customer experience

Survey Hypothesis

Responsiveness Customers expect 24 hour turnaround

from their supplier on any question or issue they may have

Customers expect to get a live person every time they call a suppliers

Customer Retention/ Win-back

Customers leave their suppliers primarily due to better pricing from another

Customers leave their current supplier due to a poor customer experience

Operational Business Survey Summary

Quotes – expect 24 hour turnDelivery – expect 2 weeks or lessCust Serv – want answer in < 24 hrsTech Support – want answer on the

phone

Price – 63% leave due to priceCust Serv – 49% of IF customers leave

because of customer service issuesProduct Quality – 53% of GTI customers

leave due to poor quality

Customers Expect

Retention Drivers

Resulted In:• Business Metrics

• Cost out = Competitiveness• Process Improvements

• Product Quality Improvements

Survey Results and Actions

Customer Insights Project Summary

1. Needs Based Segmentation Research

2. Operational Business Survey

Sales Aids & Marketing ToolsMore Targeted Value PropositionsNPI SupportBusiness Process Improvements Customer Journey Map

Resulted in:

Objective: To define what customers expected out of a supplier across

Objective: Understand what drives our customer to purchase our products and what are their key needs

Established baseline metricsBetter understanding of our competitors offeringsIdentified win-back opportunities

Resulted in:

In Summary: Taking Insights into Action

Insights From:Market Research

Various VOCNPS Data

Performance MetricsBusiness Process Improvements

Corporate Priorities

= Overall Improved Customer Experience

Drives

Evidenced by a 68% increase in TNPS score over ‘11

Voice of the Customer

B2B

Roberta O’Keith, CXPA Board Member(816) 313-4804 work(913) 221-5214 cellRoberta.o’keith@ge.comrokeith70@yahoo.com

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