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•Training cost as % of
sales •# of bundling service/product
•# of customized service
•% decrease in time and cost in
managing change management •#
•# of strategic/exclusive
•% of business volume from
•Switching costs for
complementor and customer Figure 2: Performance Metrics by Customer Segment For tier-1 and tier-2 customers, they are the company’s
exclusive/strategic partners, they are in the system lock-in of the Delta
model. Key metrics in the innovation category come from these
Customers in this category is attracted to DMK for its unique skills
meeting customer requirements, and its innovation capability. They are
in long-term beneficiary relationships. (renewal drivers)
The company strategy is to expand on number of partners in this
segment. Percentage of revenue from this tier of customer should
increase in a steady form.
Some of the metrics the company focus on are rate of product and
service offering development. Time to ramp-up new services/products,
and capability to delivery new services/products to their partnership.
The company also evaluates switching costs for complementors and
cost of competitors to imitate their services/products. Performance Metrics by Customer Segment (continued) For tier-3 customer, they are the seeking for total solution, they
are in the total customer solutions of the Delta Model. Key metircs
in the customer targeting category come from these consideration
Customer in this category is attracted to DMK for its capabilityto
delivery total solutions. They have the potential to be upgradedto
The company strategy is focus on customer retention. Percentage
of revenue from this tier of customer is also an important
Some of the metrics the company focus on are customer retention
rate, and number of bundling service/product used.
The company also evaluates number of customer acquired,
switching cost for customers. Percentage of expenditure of our
services to customer’s total expenditure....
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- Fall '14