B2B Case – Industrial Service Model Strategic Development
To fund enhancements for ongoing rollout of Digital dashboard 2.0, the client sought to explore options to better define customer’s value perception of essential on-site services that drove satisfaction.
The internal (not customer-facing) goal was to see if the client-to-sales rep ratio could be adjusted by removing non-essential/non-valued tasks – reducing field costs – without impact to customer satisfaction.
Prompted by COVID-19 state shutdowns this information became even higher priority to maintain client critical safety operations with less on-site service.
A three-stage research program was initiated.
- Sales/Service Rep IDIs – to explore their biggest time vampires and capture their clients’ most vocalized needs/pain points.
- Customer IDIs – to understand their overall satisfaction, the components contributing to value propositions, and their awareness of other services offered and why they had not elected to engage them.
- Conjoint Modeling research to quantify the customer’s value proposition and drivers of satisfaction.
Synthesizing the two sets of qualitative, SRP identified pain-points unrelated to service rep site presence that could enhance satisfaction very quickly. Research also pinpointed options to reduce service costs per customer.
Mobile phone tools and 24-hour technical support (already in progress) were modified based on the customer-driven value proposition and fast-tracked. Additional analysis-driven process improvements were implemented in shipping, inventory management, and corporate training.
Dashboard version 2.0 is moving to sell-in.