Captains of Industry

Captains of Industry

• 1.
  . Core Question Deck Captainsof Industry 2015
• 2.
  . Captains of Industry2015  Topline data shown here are based on a total of 102 interviews conducted with Captains of Industry;  Fieldwork was conducted between 7th September and 9th December 2015;  Unless otherwise stated, each question is based on all Captains of Industry answering;  Where data does not total 100%, this is due to rounding or multi-coded responses. 2
• 3.
  . Customer Interaction
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  . C85. Who inyour organisation has the ultimate responsibility for customer experience? 4 Responsibility for customer experience 61% 11% 9% 6% 3% 2% 2% 2% Chief Executive Officer Managing Director(s) Everyone Marketing / Sales Director Commercial Director Other Director The Board of Directors Chairman Base: British Captains of Industry (102) Interviewed Sept – Dec 2015
• 5.
  . Quality of customerservice C79. How would you rate your organisation on a scale of 0 to 10, where 0 is extremely poor and 10 is extremely good, on each of the following statements 5 Base: British Captains of Industry (102) Interviewed Sept – Dec 2015Responses less than 3% are not shown 4% 3% 5% 4% 13% 14% 11% 22% 20% 32% 37% 36% 35% 14% 15% 11% 6% 5% 3% 3% 3% Acting on feedback from your customers Understanding your customers' needs Consistently delivering high quality customer service 0 - Extremely Poor 1 2 3 4 5 6 7 8 9 10 - Extremely Good Don’t know Mean score 7.5 7.5 7.3 6% 11% 29% 32% 13% 6%2014 7.4 6% 31% 36% 19% 4%2014 7.7 4% 10% 31% 30% 18% 6%2014 7.6
• 6.
  . C80A. What couldyour organisation do better in terms of acting on customer feedback? 6 Acting on customer feedback 18% 16% 16% 15% 15% 10% 27% Respond to feedback faster Increased customer engagement Utilising feedback Meeting specific needs Listen to customers more Be more proactive Other Base: British Captains of Industry scoring 0 to 8 for ‘Acting on feedback from your customers’ (79) Interviewed Sept – Dec 2015
• 7.
  . C80A. What couldyour organisation do better in terms of acting on customer feedback? 7 Acting on customer feedback Increased customer engagement Listen to customers more Utilising feedback Be more proactive Base: British Captains of Industry scoring 0 to 8 for ‘Acting on feedback from your customers’ (79) Interviewed Sept – Dec 2015 “Engaging more with customers, understanding their concerns and their stress when they are buying new products.” “You can get feedback but you have to be engaged with the customer to get the full value out of it, you need to do proper surveys, proper engagement. A happy letter gives a warm glow but it doesn't do much, you need full engagement.” “Quite often the customer only really gets engaged right at the end of a project, so it is engaging with them all the way through it.” “The organisation could listen more in order to hear the feedback accurately in the first instance. It is really about making sure that we do talk to our clients and their customers, we hear what they say but we don't always fully understand what they say, so we take action that doesn't completely address the issue sometimes.” “We need to listen and be much more open to looking at things in a different way rather than looking at things in a polarised way, around our policies. We need to look at the world not just through our eyes but through the eyes of our customers.” “Listening more. We operate in a complex environment so feedback is not black or white, because of the nature of what we do, but we need to listen not try and engineer a reason, be open-minded.” “Feeding back change as a result of that feedback … We can test the action plans, review in terms of feedback, and then re-test in terms of have we made it better, the whole cycle. We have to keep doing that.” “It's capturing that feedback and using that feedback to change our services and products.” “We need to get organised to look at how the customers are so we can understand them and act better on feedback. If you have feedback and you don't understand them it is very difficult to act on their feedback. So we are now trying to understand the feedback better.” “Anticipate, work out what customers want and how they are going to feedback.” “Our issue is actively seeking it and encouraging it. Where we get it we do act, but it is more reactive than proactive.” “Perhaps engage with clients a bit earlier, maybe understand a client's problems rather than just addressing the question.” “Probably searching for it earlier, basically heading off a lot of issues that might arise.”
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  . 13% 21% 20% 16% 13% 16% 3% At least oncea week One to three times a month Six to ten times a year One to five times a year Less than once a year Not revelant Don't know Personal interaction with customers C81A. How often on average do you personally meet or speak to any of your company’s key customers or key accounts? C81B. And how often on average do you personally meet or speak to any of your company’s other customers? 8 24% 24% 17% 18% 7% 9% 3% Key customers Other customers Base: British Captains of Industry (102) Interviewed Sept – Dec 2015
• 9.
  . C82. What arethe Key Performance Indicators (KPIs) for customer experience and customer feedback in your organisation? 9 KPIs for customer experience and customer feedback Other 11% Complaints 17% 18% 7% 2% 21% Customer Satisfaction 17% Enquiries 1% NPS 27% Satisfaction / Other surveys Complaints / Enquiries Delivery performance Bespoke for clients Share Price Other Base: British Captains of Industry (102) Interviewed Sept – Dec 2015 55% 18%
• 10.
  . Actioning customer experienceand feedback KPIs C83. Are the results of these customer experience and feedback KPIs reviewed at board level? 10 49% 15% 24% 6% 4% 2% Yes - always Yes – regularly Yes – periodically (e.g. once or twice a year) No – only occasionally No – never Other C84. Are any key executives in your organisation incentivised in any way according to the results of these customer experience and feedback KPIs? 48% 20% 6% 26% Yes – most are Yes – some are Yes – a few are No Base: British Captains of Industry who gave a verbatim answer at C82 (96), those who rated themselves 9-10 at C79 (36) Interviewed Sept – Dec 2015 19% 53% 28% Those who rate themselves 9- 10 at C79
• 11.
  . Methodology and Sample
• 12.
  . Methodology  This reportpresents findings of the 2015 study of Captains of Industry, widely acknowledged as the authoritative source of opinion on Britain's business elite  Respondents are executive board-level directors and chairmen  Companies are from:  top 500 industrials by turnover; and  top 100 financial companies by capital employed  A total of 102 respondents took part, details of which are provided below  Fieldwork: September – December 2015  97 interviews were conducted face-to-face and 5 by telephone 12
• 13.
  . Composition of thesample 13 Sector 2015 Services/ Retailing 21% Financial/ Banking 18% Technology/ Media/ Telecoms 14% Construction 13% Utilities 8% Manufacturing 8% Transport/ Distribution 7% Mining/ Minerals/ Natural Resources 4% Other 11% FTSE Index 2015 FTSE 100 19% FTSE 250 34% Other listed and Private 47% Job Title 2015 Chief Executive 37% Chairman 26% Chief Financial Officer 12% Finance Director 9% Chief Operating Officer 2% Other 11% Employees 2015 1-999 28% 1000-4,999 44% 5000+ 27% Head Office Location 2015 London 52% Outside London 48% Classification 2015 Primarily B2B 49% Primarily B2C 28% Mix of B2B and B2C 22% Other 1%