EXAMPLES OF OUR SERVICES:
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.
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.
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.
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.
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
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
the percent of customers “touched” by each initiative across time
Approximate the incremental impact of any initiative measures most
affected, based on input from trials or expert projection, across time
compared against projections of what measures would be without any
Impute the impact on higher-level measures
Evaluate results, conditional on market segments
results to help managers identify high leverage initiatives, identifygaps
in meeting performance objectives, and explore the effect of adding,
deleting or changing initiatives.
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.
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.