Ftm Business Template - Customer Value Analysis
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Customer Value Analysis Business Template
What is Customer Value Analysis?
When should you use it?
Customer Value Analysis (CVA) is a structured method for assessing the performance of a business against both the needs of the customer and competitor activity.
A comprehensive CVA can take time and energy. Focus your analyses on your most important segments and customers, and time them so that they feed into regular (annual or quarterly) planning sessions. Alternatively, if you have just lost a major sales opportunity, use CVA to understand why and to plan activities to stop it happening again.
Why is it relevant? It will allow you as the team leader to assess relative strengths, weaknesses and source of differentiation (a ‘Unique Selling Proposition’) for your products and services. Once you have gained this insight, you can plan and implement actions to improve your competitive performance.
Who needs to be involved? Ensure that anyone who provides products and services to internal or external customers understands their needs and the choices they have. This task is obviously more critical in a competitive situation, but lacking real customer understanding will result in poorer quality to internal customers and loss of business to eager competitors.
How should you implement it? Arrange a series of one-on-one meetings with your key customers and use these as an opportunity to question and listen hard. Use the CVA template to structure your questions and to facilitate analysis back in the office. Use your time and budget selectively – how much time and effort you spend will vary from a quick phone call to a few customers, to the use of a professional market research company.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Customer Value Analysis This is a case example based on a fictitious company called TVT – all the data is displayed for demonstration purposes only. For a detailed explanation of what each cell is used for please refer to the Virtual Consultant on the following pages. Customer Description Owner Update & Actions
TVT customer - Trasda Europe Analysis of the customer purchase criteria and competitive performance for Trasda in Europe Andy Bruce Whilst we have an overall advantage we have significant deficiencies in the feature richness of this range that requires more creative NPD, and we need to address customer service issues
Customer criteria
Type
A
Feature richness
Product
B
Packaging appearance
Product
C D E F
Quality as measured by on-time in-stock Supply chain integration and simplicity Single point of contact for all support inquiries Customer service and responsiveness
Process Process People People
G
Low cost per item
Price
H
Minimum total cost of supply
Price
Ideal Performance At least two unique features that support differentiation Clearly differentiated product compliant with brand guidelines 100% compliance with Service Level Agreements (SLAs) Potential to electronically integrate with client systems Named account managers with direct telephone access Response to customer service calls effectively handled Achieves customer-defined minimum target levels Active stock management system managed for customers
Priority
Us
Comp
Status
High
4
9
Red
Medium
3
5
Amber
Low
10
2
Green
Medium
10
5
Green
High
5
2
Green
High
4
7
Red
Medium
7
9
Amber
Low
9
6
Green
52
45
Red
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Virtual ConsultantTM The Virtual ConsultantTM provides a step-by-step guide to completing this business template. It is worded as a series of questions designed to make you stop and think about this topic in a challenging and creative way – as if a business coach or consultant was sitting next to you.
Customer criteria What criteria will customers use when making their purchasing decisions, what is important to them?
Type What area does each criteria primarily relate to? Product Features or attributes of the product or service itself Process Aspects of the way the product or service is delivered People The way in which the supplier manages customer relationships Price Aspects of cost, purchase price of value
Ideal performance For each criteria, what is the customers 'ideal' solution?
Priority - P What is the relative importance to the customer of each criteria
Us - our performance How does our product or service offering perform against the 'ideal'? Score '10' if there is a perfect fit, and '0' if there is no fit what so ever
Status Finally, what is the status of our performance against each criteria?
Red = Immediate action is required (our competitor performs better than we do against a most important criteria) Amber = Future action is probably going to be required Green = No action required
Note: Red status should result in the generation of actions for performance improvement
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Customer Value Analysis Use the following blank template to address an issue or opportunity within your business or team. Customer Description Owner Update & Actions
Customer criteria
Type
Ideal Performance
Priority
Us
A B C D E F G H
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Comp
Status
What is Customer Value Analysis?
When should you use it?
Customer Value Analysis (CVA) is a structured method for assessing the performance of a business against both the needs of the customer and competitor activity.
A comprehensive CVA can take time and energy. Focus your analyses on your most important segments and customers, and time them so that they feed into regular (annual or quarterly) planning sessions. Alternatively, if you have just lost a major sales opportunity, use CVA to understand why and to plan activities to stop it happening again.
Why is it relevant? It will allow you as the team leader to assess relative strengths, weaknesses and source of differentiation (a ‘Unique Selling Proposition’) for your products and services. Once you have gained this insight, you can plan and implement actions to improve your competitive performance.
Who needs to be involved? Ensure that anyone who provides products and services to internal or external customers understands their needs and the choices they have. This task is obviously more critical in a competitive situation, but lacking real customer understanding will result in poorer quality to internal customers and loss of business to eager competitors.
How should you implement it? Arrange a series of one-on-one meetings with your key customers and use these as an opportunity to question and listen hard. Use the CVA template to structure your questions and to facilitate analysis back in the office. Use your time and budget selectively – how much time and effort you spend will vary from a quick phone call to a few customers, to the use of a professional market research company.
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Customer Value Analysis This is a case example based on a fictitious company called TVT – all the data is displayed for demonstration purposes only. For a detailed explanation of what each cell is used for please refer to the Virtual Consultant on the following pages. Customer Description Owner Update & Actions
TVT customer - Trasda Europe Analysis of the customer purchase criteria and competitive performance for Trasda in Europe Andy Bruce Whilst we have an overall advantage we have significant deficiencies in the feature richness of this range that requires more creative NPD, and we need to address customer service issues
Customer criteria
Type
A
Feature richness
Product
B
Packaging appearance
Product
C D E F
Quality as measured by on-time in-stock Supply chain integration and simplicity Single point of contact for all support inquiries Customer service and responsiveness
Process Process People People
G
Low cost per item
Price
H
Minimum total cost of supply
Price
Ideal Performance At least two unique features that support differentiation Clearly differentiated product compliant with brand guidelines 100% compliance with Service Level Agreements (SLAs) Potential to electronically integrate with client systems Named account managers with direct telephone access Response to customer service calls effectively handled Achieves customer-defined minimum target levels Active stock management system managed for customers
Priority
Us
Comp
Status
High
4
9
Red
Medium
3
5
Amber
Low
10
2
Green
Medium
10
5
Green
High
5
2
Green
High
4
7
Red
Medium
7
9
Amber
Low
9
6
Green
52
45
Red
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Virtual ConsultantTM The Virtual ConsultantTM provides a step-by-step guide to completing this business template. It is worded as a series of questions designed to make you stop and think about this topic in a challenging and creative way – as if a business coach or consultant was sitting next to you.
Customer criteria What criteria will customers use when making their purchasing decisions, what is important to them?
Type What area does each criteria primarily relate to? Product Features or attributes of the product or service itself Process Aspects of the way the product or service is delivered People The way in which the supplier manages customer relationships Price Aspects of cost, purchase price of value
Ideal performance For each criteria, what is the customers 'ideal' solution?
Priority - P What is the relative importance to the customer of each criteria
Us - our performance How does our product or service offering perform against the 'ideal'? Score '10' if there is a perfect fit, and '0' if there is no fit what so ever
Status Finally, what is the status of our performance against each criteria?
Red = Immediate action is required (our competitor performs better than we do against a most important criteria) Amber = Future action is probably going to be required Green = No action required
Note: Red status should result in the generation of actions for performance improvement
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Customer Value Analysis Use the following blank template to address an issue or opportunity within your business or team. Customer Description Owner Update & Actions
Customer criteria
Type
Ideal Performance
Priority
Us
A B C D E F G H
© SofTools, 2009. For more information on related products and services, visit www.Fast-Track-Me.com or contact us at: [email protected]
Comp
Status
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