Home Output, Analysis and Actions
Once the data has been collected, Catalyst's unique CASS program sorts and analyses the results. The Catalyst process leads to targeted actions to address obstacles from the perceptions of the various groups involved. Since the statements are expressed at a root-cause level you can be confident that the actions will produce real committment to change.
The outcomes of this work are, effectively, maps of people's perceptions of the world. Customers see the world differently from those who provide them with products and services. To make changes that will be of real value the suppliers need to see things from the customers' perspectives and to understand their perception gaps. The final stage of the Catalyst process bridges these gaps and formulates a basis for real change.
The results shown below are from a recent client project and show the issues that are typical of those preventing successful CRM implementation. The cards are sorted, weighted and ranked.
The report below shows the ranking of each CRM statement by all the staff. It enabled our client to target those actions that will make the most difference to performance. Statements that were lowly ranked (not shown) indicated areas that did not require immediate attention. In this case the client found that IT developments were not seen as the most important activity by staff. Rather they recognised the importance of them becoming more customer focused, followed by the need for the information to support the right customers that the IT systems should provide. This was an opportunity for staff to reveal their concern at their ability to deliver on the CRM strategy.
Relative weighting of each CRM statement by CRM Category:
By clustering the ranked statements into categories you can identify whole areas or sub areas where change will bring real benefits. In this example, our client’s staff identified that the HR Processes (8), Functional Processes (7) and Customer Portfolio Analysis (1) all required the greatest attention, followed by Cultural (6) and by Customer Intimacy (2).
Action
All this analysis is of no value unless our clients take action - that is always the focus of Catalyst work. Since we are dealing with the detail of CRM, based upon sound academic principals, you are able to devise actions that will produce the best results. In the case of this client there were three important initial actions. Firstly, training and specific internal processes were modified to ensure the customer obtained an impression of responsiveness and of good value for money. Secondly, bonuses were tied to customer satisfaction measures for certain staff members. Finally they began to analyse and monitor the real value of each group of customers and each major customer (Customer Portfolio Analysis).
See the Case Studies pages for more information and reactions to the innovative Catalyst process.