MePSS Webtool - Tool (Level 4)

 
Worksheet W18 - Assessment of Customer Acceptance
Table of Contents
1. Objective
2. Putting into Practice
3. Implementation
4. Software, templates and other support
5. Call on Resources
6. Literature, examples and background information

Objective Table of Contents
The objective of the tool is to draw out a customer assessment matrix that takes the main generic acceptance factors to perform a first ranking of ideas from a customer perspective.

Putting into Practice Table of Contents

2.1 When and why should this tool be used?

This tool should be used at the Exploring Opportunities phase or at the PSS Idea Development phase to orient the design towards solutions that have the most chances of being acceptable from a customer’s point of view.

2.2 Who should use this tool?

The use of this tool should be coordinated by the PSS Champion, who should involve people from the marketing and sales department. The key element is to involve people with good knowledge of customer’s profiles and needs.



Implementation Table of Contents

3.1 How should this tool be used?

Step 1 - Introduction to customer acceptance

The criteria to determine acceptance can be assigned to different dimensions of acceptance:

· Financial dimension: acceptance is a matter of perceived cost-benefit relation to the new offer;

· Functional dimension: new PSS have to provide at least the functional abilities offered by existing solutions, if not a broader spectrum of function;

· Attitudinal dimension: one can assume higher acceptance of new PSS ideas, if they match with customer attitudes;

· Practical dimension: acceptance on attitudinal level is a necessary, rather than sufficient pre-condition. If new sustainable solutions cannot easily be integrated in infrastructures and daily routines, they might not meet consumer acceptance.

Step 2 – Identification of key criteria for customer acceptance

Consumption patterns and demand factors are different in business to business and business to consumer markets. The generic and non-exhaustive table (p.3) can be used to help identify the criteria of acceptance.


Step 3 – Ranking of the identified criteria for customer acceptance

Using the generic criteria list, prepare a table that enables comparison between different ideas identified in step 2:

Criterion

Weight

Idea 1

Idea 2

…

Idea n

C,1

3

1

3

2

…

2

C,N

3

1

3

2

Weighted sum

12

20

16

Once this is done, you can plot the results on a spider web to visualise the strengths and weaknesses of each solution:


Generic criteria table

Dimension

Criterion

Business-to-business (B2B)

Business-to-consumers (B2C)

Financial

Reduced life cycle costs

Costs of purchasing, using, and disposing of the new PSS are smaller than the life cycle costs of the current market offer

Costs of purchasing, using, and disposing of the new PSS are smaller than the life cycle costs of the current market offer

Willingness to pay

Extent to which business clients can be expected to be willing to pay for the new offer

Extent to which consumers can be expected to be willing to pay for the new offer

Accounting procedures

Extent to which the new PSS is favoured by fiscal accounting procedures, such as depreciation

not relevant

…

…

…

Functional

Functional equivalence

Extent to which the new PSS offers at least the same functionalities as the former product-based solution

Extent to which the new PSS offers at least the same functionalities as the former product-based solution

Added value

Extent to which the new PSS offers additional functional benefits, e.g. in terms of varieties of functions

Extent to which the new PSS offers additional functional benefits, e.g. in terms of varieties of functions

Reliability

Extent to which the new PSS delivers high quality solutions, and minimises potential risks in application

Extent to which the new PSS delivers high quality solutions, and minimises potential risks in application

…

…

…

Attitudinal

e.g. out-sourcing

Extent to which the potential client is familiar with or open towards lean management strategies

not relevant

e.g. environmental protection

Extent to which the new PSS is capable of fulfilling environment-related expectations of business clients

Extent to which the new PSS is capable of fulfilling environment-related expectations of consumers

…

…

…

Practical

Adoptability

Extent to which the new PSS is easy to apply; extent to which it does not require new infrastructure, training of staff etc.

Extent to which the new PSS is easy to apply; extent to which it does not require new infrastructure, training of users etc.

Fit with daily routines

Not relevant

Extent to which the new PSS fits easily into daily consumption patterns; extent to which consumers are assumed to be capable of shifting to new routines

…

…

…


3.2 Result

The result of this tool is a table radar diagram that sums up the key criteria relative to customer acceptance

3.3 Input needed/ data required/ data acquisition process

· Knowledge of current customer base

· Capability to understand emerging needs of current and potential customers



Software, templates and other support Table of Contents

4.1 Software

One can use simple Excel sheets to calculate the weighted sums for each PSS idea. Special software is not required.

4.2 Templates and other support

List of the key criteria:

Dimension

Criterion

Business-to-business (B2B)

Business-to-consumers (B2C)

Financial

Functional

Attitudinal

Practical

…

…

…

Ranking matrix:

Criterion

Weight

Idea 1

Idea 2

…

Idea n

C,1

…

C,N

Weighted sum



Call on Resources Table of Contents

5.1 Personnel and time needed

The time and number of people needed depends on the context of the project and the complexity of the envisaged PSS ideas. The minimum amount of time needed is 2 to 3 hours.


Literature, examples and background information Table of Contents

6.1 Methodological References

Excerpt from: MEPSS Customer Acceptance Methodology (15 January 2004, Wilma Aarts/Gerd Scholl).