1. VALERIO PANCALDI ELEONORA SPINAZZOLA

2. SCS: WHO WE ARE • SCS was founded in Bologna in 2001 by the merger of three companies operating for over twenty years in the field of professional consulting, training and human resources development. • Nowadays, we are a team of more than 120 consultans, plus a consolidated network of freelance. • We deal on business consulting, people management and sustainability. We help our client to manage their business in a more profitable way, to increase their human capital value and to develop sustainable innovation.

3. SCS: WHAT WE DO • In order to better meet the customers needs, SCS is structured in four market areas: • Manufacturing and Retail • Public Administration • Finance • Utilities and Transportation SCS follows a business model structured on three main areas of expertise: Business Model Public Administration Finance Utilities and Transportation Manifacturing and Retail People Management CSR Client First • SCS aim is to take customers to a significant growth towards new and innovative goals, improving their special features and distinctive characters.

4. SCS: OUR CLIENTS Manifacturing and Retail Market Area Finance Market Area Utilities & Transportation Market Area Public Administration Market Area. REGIONE FRIULI VENEZIA GIULIA REGGIO EMILIA UDINE VIGNOLA MARSALA

5. CLIENT FIRST: THE SCENARY DISCONTINUTY IN CUSTOMERS’PURCHASE BEHAVIOURS • Reduction in spending… • … and technological innovations(social network, e-commerce, m-commerce, etc.)… • …imply a new and integrated way of reading purchase possibilities • CLIENT FIRST: • A new idea? • Peter Drucker (1909 – 2005) • Philip Kotler (1931 - ) • Customer Value • Change • Convenience • Communication THE IMPORTANCE OF TERRITORIALTY (GLOCAL) • Relevance of territorial entrenchment… • …with the need of enhancing the micro-territoriality COMPETITIVE PRESSURE OF THE CONSTANTLY INCREASING MARKET • Increasing competitive pressure… • …with economic difficulties even in historically favorable areas… • …and reduction of the Network performance

6. CLIENT FIRST: OUR MISSION KEY IDEAS: Integration, data culture for decisions LET’S (RE)START FROM THE CUSTOMER!!! Customer journey Experience management Engagement and new technology

7. CUSTOMER SATISFACTION COMPLAINTS CRM MYSTERY WEB BUSINESS INTELLIGENCE ASSESSMENT ECONOMICS KEY IDEAS: INTEGRATION • It becomes more and more necessary developing some integrated monitoring systems in order to identify client’s peculiarities, criticalities and consequently start improvement processes.

8. THE APPROACH TO THE INTEGRATED DASHBOARD HELPS PROCESS DEVELOPMENT OF SKILLS… IMPACT AREAS DESCRIPTION PROCESS It makes necessary the development of processes of collecting structured and shared data ORGANIZATION It allows to make accesible all the information to different levels (in line with its different roles) COMPETENCES It increases the competence of interpreting each phenomena

9. KEY IDEA: CUSTOMER JOURNEY The ability to identify and use all the traces left by the customer at the various contact points with the company ("Customer Journey") allows a more and more effectiveness of trade policies CustomerJourney …does he come back? …discovers/evaluates… …receives… …customer service… …buys… …asses… …uses… …does he promote? Contact points …does he drop? • Some tools: • Web analysis • Mystery Client • Customer Satisfaction • Receiptanalysis • Complaintsanalysis

10. KEY IDEA: THE EXPERIENCE MANAGEMENT • The construction of a deep relationship with the brand goes through experiences able to convey value and to contribute to determine a global perception of the company quality. • There is a strong link between the quality of a service paid out to a customer and the value creation of the brand in terms of profitability. Brand Experience Brand Engagement Loyalty Cross Selling Up Selling Brand promise Contactpoint Points Toll-free number People Web Profitability Products Email Phone Stores Mail

11. KEY IDEA: ENGAGEMENT… AN EXAMPLE IN RETAIL AREA …comes from a combination of several variables with which it declines the offer ... …which involves the customer by building a relationship… Purchasingprocess… …thatallowsus to knowhimbetter • Info on where and when he buys • Device he uses to findproducts or to buy on-line CHOICE Store On line Different location • When in the day or week he buys • Averagevalue of hispurchase • Commodity categories PACKING By the store By the customer • Where and when he prefers to pick up goods PICK UP In the store Home delivery Different location The «Omni-channel» strategycreates a unique and revolutionaryexperience for the customerby combining in the right way all the availablechannels(off/on line) and supply model The Client will be interested in an Omni-Channel strategyonlyifitis: EASY FOR ME NOW HERE

12. HOMEWORK • DESCRIPTION • Measurement of services level on: • Store • Utility branch • Bank branch • How is possible to involve a customer ? Suggest new technologies and new relationship • AIM • Best practice cases • Valuating cases on: • costs • organizational impacts • capital formation • business investment • achievements Email yourhomework to: m.scs@scsconsulting.it