Case Studies
Proven.
Industry:
General Insurance
Client base:
B2B
Strategic need:
Digital transformation (3-year strategy and plan)
Assumption:
Online survey data said 60% of customers wanted a digital expansion right now, with the rest wanting to follow
Approach:
Point Heard independently interviewed a cross section of clients across core business lines to establish current digital experiences, future needs and expectations
Outcome:
77% stated they would engage with digital modernisation but only under certain (narrow) specifications which we clearly articulated; a 23% retention threat
Key take away:
Surveys don’t always allow customers to express the what and why; expectations are not always what you think, assumptions can cost you loyalty
Industry:
Information Technology
Client base:
B2C
Strategic need:
Understand an emerging disconnect between the client purchasing the product and the end user’s experience implementing and utilising the program
Assumption:
Low customer utilisation of total product functionality is limiting referrals and add-on sales opportunities
Approach:
Point Heard engaged to independently interview customers (purchasing decision makers and end users)
Outcome:
Purchasers are different to end users, shallow product understanding on purchase, migration of old data very complex with users abandoning product, product redevelopment required to stem loss of customers
Key take away:
Not identifying the needs and expectations of all relevant stakeholders as part of product development and sales can significantly impact business strategy, performance, and outcomes
Industry:
Health
Client base:
B2B
Strategic need:
Understand the direction of regulatory bodies and policy setting organisations as it directly impacts revenue and market growth.
Assumption:
Existing product suite would increase in demand without need for significant change to the product design or delivery
Approach:
Point Heard independently interviewed a cross section of regulatory bodies, service providers, medical professionals, and end users (recipients) of the product
Outcome:
Regulatory shift on key aspects of the product uncovered, service delivery implications defined, delivery model strategy defined, potential product disruptors identified.
Key take away:
Investment in nurturing stakeholder relationships is fundamental to creating opportunities to influence policy settings which impact product and service delivery.
Industry:
Disability
Client base:
B2C
Strategic need:
Stakeholder and customer views to inform development of strategic plan.
Assumption:
Without having a current deep understanding of client and stakeholder experiences, needs and expectations strategic planning is limited.
Approach:
Point Heard engaged to independently interview stakeholders, customers and support networks on current experiences and future needs.
Outcome:
Clear needs identified in product, service, and regulatory themes, translated to drivers for strategic planning and operational change to deliver growth.
Key take away:
Stakeholders and customers hold the insights needed to form sustainable business strategy.
Industry:
Aged Care
Client base:
B2C
Strategic need:
Gather deep insights on customer and support network experiences and needs.
Assumption:
Online survey responses poor and complaints data of low quality and difficult to analyse creating uncertainty over levels of customer satisfaction.
Approach:
Point Heard independently interviewed a cross section of customers and support networks to understand service experiences and needs.
Outcome:
Clear service themes identified leading to service delivery model changes, review of complaints systems to ensure improved collection, analysis and resolution directly impact client experience.
Key take away:
Going beyond the ‘what and when ‘of online surveys is key to understanding the ‘why’ of what customers experience and need; robust collection and analysis of complaints data is a key source of tactical responses and organisational learning
Industry:
Education
Client base:
B2B
Strategic need:
Stakeholder views need to inform development of a new strategic plan
Assumption:
Regional executive office believe the existing 5-year strategic plan has not met the needs of schools in dealing with social and environmental changes
Approach:
Point Heard engaged to independently interview chairpersons of school boards, school principals and key administration staff to understand the strategic needs of stakeholders for the next 5 years
Outcome:
Deficiencies in current strategic plan clearly articulated, stakeholder strategic needs defined, change management needs aligned to stakeholder strategic imperatives
Key take away:
Closeness in stakeholder relationships is key to ongoing relevance of strategy and effectiveness of execution