The Mastio Global Freight Forwarding
(Air & Ocean) Customer Value Study -
8th Edition 2022
Here are some exhibits describing the areas examined in the study and the types of analyses that can be performed on the data collected. These analyses are designed to help companies answer the following questions:
How do customers make their purchase decisions?
What are the factors that lead to customer defection?
How do customers perceive your performance vs. competitors on the key buying factors?
How do customers perceive your overall value and loyalty relative to key competitors?
What is required to improve your position?
How large a role does price play in the purchasing decision?
Which competitors are vulnerable or strong in their ability to gain and retain customers?
Sample Exhibits from a Previous Global Freight Forwarder Study
Customer Value Map:
Four Value Quadrants of a Map
“Inferior Offering” is where customers perceive suppliers to be offering quality too low to justify its price (companies in this area would be expected to lose market share).
“Superior Offering” is where customers perceive suppliers to be offering quality that exceeds what would be expected at the price charged (companies in this area would be expected to gain market share).
“Economy Offering” is where customers perceive suppliers to be offering both low quality and low price.
“Premium Offering” is where customers perceive suppliers to be offering a higher quality but at a higher price than expected.
• Supplier performance vs. competitors with 100 being average. So, if a company is below 100 they are below average on that attribute.
• The importance of the key buying factors.
• The decision weights –how much of the decision are customers placing on price vs. non-price.
• The first green line (Quality Satisfaction) is a weighted average of all the non-price attributes. It shows UPS SCS with the highest score.
• The second green line (Price Satisfaction) is a weighted average as well, but in this example just one attribute –“Price Competitiveness”. It shows UPS SCS with the highest score.
• The pinkish line is the Customer Value metric and is calculated by taking the quality score (the 1stgreen line) and price score (the 2ndgreen line) and multiplying both by their respective stated decision weights given by customers and then adding the two numbers together. In this example, the decision weights are 34.82% and 65.18% respectively. The CV metric shows UPS SCS with the highest score.
• The light blue line is the Loyalty metric known as the Net Promoter Score (NPS). It is calculated by taking the number of promoters less detractors divided by the total number of observations each company has. The NPS metric shows Expeditors with the highest score.
Head-to Head Comparisons:
Gaps to Close Strengths to Exploit
(potential defection issues) (potential acquisition issues)
Answer questions such as:
How can you best compete against specific competitors?
What factors should be emphasized in the sales process?
Which competitors are most vulnerable and why?
Among the strongest competitors, what is driving their perceived value?
Which strengths and weaknesses are the largest drivers of your position on the Customer Value Map?
Importance of Factors to Customers
Respondents are asked how important the factors are to their business on a scale of 1 to 10 with 10 being "critically important".
Correlation of Factors to Overall Measurements
Factors are classified to identify areas to target resources to improve your position.