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Developing Relationship Surveys
Relationship surveys provide an overall view of how well a company is performing with respect to all customer segments across all products and services. Recently, we have built relationship survey measurement processes for a major local exchange carrier, a cable television company, and a global provider and manufacturer.   Our approach allows clients to highlight strengths and weaknesses by market segment and region, prioritize the products/services with the greatest impact on overall perceptions, and estimate the possible gain in overall perceptions when specific products/services are improved.



International and Cross Cultural Research
Comparing calibrated results across countries allows client companies to obtain a comprehensive picture of their overall performance.  In addition, it is also ensures client companies that result differences are performance rather than culturally based.  This methodology has proven to be very useful to a major worldwide manufacturer company. After having calibrated the results of a customer satisfaction survey in several European countries, we found a country with the highest satisfaction scores to be in fact the worse performer.  Both our advanced modeling as well as the final calibration of multi-country data makes us unique in providing actionable recommendations to clients on a global basis.



Developing Transaction Based Surveys
When relationship surveys determine that a particular process needs to be improved, managers usually require more detailed information about customers’ experiences to implement changes.  We have designed many different transaction-specific follow up surveys that help gather the right information to explore problem areas, prioritize customers’ requirements, estimate the impact of changes, and track the success of service improvements. We have designed transaction surveys for telecommunications, cable television, residential health care, and financial services.



Building Performance Simulators
Performance simulators predict how measures will change given hypothesized changes in related measures.  These tools have proven very useful in helping companies internalize modeling into business operations and decision making.  It helps clients understand the implications of performance models, identify scenarios for meeting strategic objectives, and ensure objectives across related measures are consistent.

Each simulator we have built is customized to the measurement structure and data properties targeted.   We have built simulators to represent the connected services and service attributes in relationship surveys, transaction surveys and between internal operational metrics and customer feedback.

Some other consultants are now offering performance simulators, but usually they are built upon linear models (i.e., regression or logit models). Our most advanced simulator utilizes recent research in the application of Bayesian Latent Class to address limitations with linear modeling that can under represent the impact of measurement changes.



Linking Internal Process Measures to Customer Perceptions
Process managers rely heavily on internal company measures to manage the day-to-day operations; however, results from these measures often appear inconsistent or insensitive to customer perceptions.  We have conducted many studies linking customer perceptions to internal measures of service, helping clarify the relationship between the two measures and identifying when internal measures are not aligned with customers’ requirements.  This work has helped managers set customer-focused service levels for internal process measures.  Examples of internal measures we have investigated include the following: call center serving time, call center abandonment rate, number of times a service was done incorrectly, time to repair a problem, time to delivery, and service monitoring of sales/service reps or operators.



Designing Compensation Strategies Using Customer Surveys
We have helped clients set competitive, customer-focused targets and compensation strategies using their survey and process data.  In one project we helped a client integrate customer survey data, process measures, and corporate strategic goals into a target-setting strategy that set employee goals and determined compensation at the individual employee level.  We also developed a software tool based on the target-setting strategy to help them manage the target setting process and conduct what-if exercises to better understand the impact of the strategy on the compensation of individual employees.



Managing Initiatives
The Artemis Group has developed a proprietary software tool to help clients gain a clear understanding of what impact an initiative may have on key strategic measures and to introduce some analytical rigor in prioritizing initiatives.  The Artemis Group’s customized Init.Link tool, which is built as a Visual Basic application that sits on top of Excel, Access or most any other comparable database packages, helps

  • Catalogue and characterize all initiatives

  • Estimate the percent of customers “touched” by each initiative across time Approximate the incremental impact of any initiative measures most directly affected, based on input from trials or expert projection, across time and as  compared against projections of what measures would be without any initiatives

  • Impute the impact on higher-level measures

  • Evaluate results, conditional on market segments
  • Summarize results to help managers identify high leverage initiatives, identifygaps in meeting performance objectives, and explore the effect of adding, deleting or changing initiatives. 



Setting Sales/Service Objectives
The Artemis Group has helped several different service providers build objective setting tools, using the philosophy described earlier in this proposal.  This has included building a strategy and tool for allocating sales goals for a major bank, through regions, divisions down to individual branches, adjusting goals to reflect branch differences out of the control of branch managers.   In addition the same project assessed alternative award strategies and automated the one chosen based on the research presented.



Supporting Corporate Mergers
When companies merge they are usually faced with many operational decisions, including how to consolidate divergent measurement strategies. We have helped redesign customer and operational measurement systems for several major mergers in telecommunications and banking.   In each case, we worked closely with the merger teams to find a quantitatively sound, politically manageable, and strategically focused plan for building upon the best elements of the previous systems.  Since the measures in all cases were tied to objectives and compensation in the merging companies, the work also required a significant degree of calibration between the old and new plans to help set new objectives that were consistent with the intended goals of the old targets.  Our efforts enabled our clients to work through the merger in a principled fashion, making it easier, and quicker, for the measurement changes to occur with minimum disruption and link new and historical data.



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