ASE Alongside this project it was decided to create a new vision for ASE – a vision that reflected openness and a clear member centric orientation. ASE is now capable of allocating time and resources according to this new vision enabling a clear focus. Alongside these benefits ASE has also compared performance within customer management with other international organisations within the same sector. Using SCHEMA, which applies 110 different practices, ASE had a possibility to benchmark themselves and adjust their member strategy accordingly. THE RESULTS As a result of this transformation ASE now has a clear definition of what a good member looks like and knows more clearly what drives their members’ loyalty within each segment. ASE can act upon this information and use insights to create more ambassadors in its member portfolio. ASE has created a new outside-in culture and puts the member in the centre. This focus has enabled ASE to be able to justify and prove the “good” members; thus, which customers need to be retained. The key processes in ASE have been transformed and now have a clear flow performing according to standards and quality. Most processes have been digitalised and are managed through new control mechanisms. Results from the transformation at ASE are plentiful. The amount of ambassadors has risen by more than 25% during the last couple of years, and overall loyalty among members has risen by approximately 30% over a period of eight months. Alongside this, there has been a 40% increase in efficiency improvements in the same period, i.e. eight months. The employees are also more satisfied and have responded that their daily work has seen a great deal of improvement. Sickness has fallen by more than 50%. Weekly meetings are held so that all employees know exactly what must be done, what was done correctly in the past and what needs to be improved. SECTOR Organisations EXPERTISE • Commercial and sales excellence
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