RETENTION & LOYALTY EXECUTIVE SUMMARY BEST PRACTICE GUIDE
|
|
- Harold Vernon Atkins
- 8 years ago
- Views:
Transcription
1 February 10 /bpgretentionandloyalty BEST PRACTICE GUIDE RETENTION & LOYALTY Expert advice and guidance on business-to-business customer loyalty, retention and management
2 CONTENTS Best practice guide: Retention & Loyalty /bpgretentionandloyalty INTRODUCTION Executive Summary Section 1: Introduction to loyalty and retention Loyalty management can be divided into two main approaches: targeted and untargeted. The latter is best used when the customer base in question is relatively homogenous. In this instance, loyalty can be best improved by improving sales and servicing techniques. Targeted approaches to improving loyalty are best employed on a well-defined group of high value customers who are potentially very responsive. Loyalty is best described as a state of mind, which influences how they behave. Whilst a any number of attitudes, beliefs or behaviours may contribute to a feeling of loyalty, these can vary widely, can be quite unpredictable and may appear trivial. Loyalty is a composite. Loyalty exists in different customers at different degrees. Therefore the objective of loyalty activity should not be to make all customers loyal, but to increase the loyalty of those customers who are likely to respond. The exchange of information is one of the critical components to loyalty, with loyal customers expecting more information from brands, and visa versa. There are significant customer service implications to loyalty activity, with loyal customers expecting to receive better service and to be rewarded. The best approaches to loyalty include both a state of mind approach, wherein managing loyalty is a constant theme of customer management, and a behavoural approach, which is a more marketing focused approach, designed to reinforce specific behaviours. There are seven key steps in managing customer loyalty: defining loyalty; defining objectives; identifying customer needs; developing the approach; define the segments; implementing the capability; measuring and testing. Section 2: Customer information management and the single customer view Building and managing customer relationships is a perennial but critical business issue. However, it has been complicated by the arrival of the Internet and the resulting increase in competitive activity. CRM systems were seen as a panacea to transform customer data and therefore relationships and loyalty, but all too often have failed to meet expectations. An alternative approach that has emerged is customer information management (CIM), which promises to allow companies to treat different customers differently. The primary problem with CRM in its initial incarnation was that attention was focused on the technology itself rather than the business strategies required to make it work. Consequently comparatively few implementations were successful and CRM got a bad name. Whilst most companies accept the Pareto Principal that 20 per cent of their customers will generate most profit, few understand how to segment the 80 per cent effectively and derive maximum value from them. There are a number of reasons why CRM systems fail to add value to this process. The best approaches to loyalty include both a state of mind approach, wherein managing loyalty is a constant theme of customer management, and a behavoural approach, which is a more marketing focused approach, designed to reinforce specific behaviours Best Practice Guide: Retention & Loyalty B2B Marketing
3 /bpgretentionandloyalty The single customer view (SCV) has emerged as a leading alternative to CRM. It is aimed at creating a clear and accurate view of customers and their relative value, centralising previously disparate and incompatible data sources into a single transparent universe. Customer information management (CIM) bridges the gap between data storage and customer valuation by showing companies how to use customer data to make decisions that will enhance customer profitability and loyalty. Its central tenant is that a company s profitability depends largely on its ability to allocate capital and resources across its most profitable and least profitable customers. This requires them to move beyond the collection of basic demographic data and to embrace additional behavioural, predictive and preference-orientated information. The three major stages in the CIM process are value-based customer segmentation, customer-centric KPI definition and customer segment profiling. The first step is to plot the customer lifecycle and identify key customer interactions with customers across that lifecycle. The next step is development of customer experience designs for each customer segment during significant purchase or loyalty events. A customer scorecard is ultimately the device that organisations will use to measure the impact of such customer experiences on retention and profitability. Customer information management (CIM) bridges the gap between data storage and customer valuation by showing companies how to use customer data to make decisions that will enhance customer profitability and loyalty. Overall, the CIM cycle spans initial segmentation and profiling to eventual measurement and learning. CIM is iterative in that process and learning, in turn, leads back to revised segmentation and customer experience design. Section 3: Understanding your customer the role of research Customer research and satisfaction surveys are widely recognised as essential marketing tools. However, there are some fundamental lessons which most B2B organisations would do well to consider to optimise the effectiveness of such activity. Don t treat your customers as if they re all the same: they re not. Approach them accordingly. Remember that a customer satisfaction interview is actually part of the customer management process. The interview must reflect the brand in terms of tone and style. Understand what really drives satisfaction. Don t rely on internal factors find out which factors are important to them. View customer satisfaction research as a proactive customer relationship management tool. Use it as a means of identifying new opportunities. View customer satisfaction metrics alongside other key corporate metrics, such as brand or finance. Best Practice Guide: Retention & Loyalty B2B Marketing
4 INTRODUCTION Executive Summary /bpgretentionandloyalty Section 4: Loyalty programmes Segmentation and personalisation are the two essential tenants of effective loyalty marketing. In order to segment your data effectively, companies must embrace the notion of the customer journey, moving from disloyal, infrequent spenders to loyal regular spenders. If a migration path can be identified, incentives can then be used to encourage individuals along it. This process can also identify product portfolio gaps. Marketing functions must ask themselves if they are gathering the more relevant data to inform their decision making. For example, do they know which 2 per cent of customers provide 60 per cent of their revenue? In other words, who are their key customers? Such information must be gathered from purchase information, however often surveys and questionnaires are the methods of choice. Loyalty programmes and incentives are amongst the best ways of capturing customer data, communicating with them and helping them move through the value segments. As these programme develop through time, they can become more sophisticated, delivering more value to the organisation. However, sophisticated programmes require sophisticated communications techniques and practices. Database marketing can be combined with market research and/or third party data in order to enhance the records and the value that can be derived from them. However, both techniques are difficult and potentially problematic. In order to segment your data effectively, companies must embrace the notion of the customer journey, moving from disloyal, infrequent spenders to loyal regular spenders. If a migration path can be identified, incentives can then be used to encourage individuals along it. This process can also identify product portfolio gaps Section 5: Communications Marketing communications activity in all forms can play a key role in helping maintain loyalty and retention. Benefits can include: making customer feel valued; sharing experience and expertise; creating and sustaining dialogue and promoting customer advocacy. Objectives for any marcomms activity should always utilise the SMART methodology: in other words, be Specific, Measurable, Achievable, Realistic and Timed. Typical objectives may relate to business growth, retention or advocacy. See also chapter 7 on the Net Promoter Score. Once objectives are set, the next most important task is data management and segmentation. Data accuracy is vital, but it s also essential to ensure that the offer reflects the drivers and needs of the individual. Also, ensure every interaction is used to capture more intelligence. The message and creative must depend on the opportunity and the objective of the campaign. This chapter includes a grid on factors to consider for communications campaigns with different objectives, as well as a breakdown of the pros and cons of different media. Best Practice Guide: Retention & Loyalty B2B Marketing
5 INTRODUCTION Executive Summary /bpgretentionandloyalty Section 6: Online interactions The web is increasingly becoming most companies central point of customer interaction, and as a consequence is a critical tool in the challenge of building and managing their loyalty. This includes both companies own sites, as well as social media sites and forums run by third parties. Its therefore beholden on all B2B companies to ensure their customer have the right kind of online customer experience with them. Characteristics such as the following can be deemed essential: interactions must be useful; consistent, remarkable; convenient; proactive and practical. There are three primary techniques which brands can use to understand the experience which their website users have: user interviews; customer panels and online surveys. In order to create a consistent online experience, creating a touchpoint map is recommended: this is a diagram that shows the flow of each interaction, the consistency of the message and information, and the user flow through each touchpoint. The payoff for a company with an improving NPS is reducing customer churn, reducing costs to serve, increased lifetime value and improved upsell/cross sell opportunities. NPS reflects the reality of word of mouth activity Rolling out such an approach will probably depend on access to some kind of marketing automation or management platform, such as a CRM system or demand generation application. Testing is essential to iron out technical issues with sites which can results in customer dissatisfaction and ultimately churn. It is estimated that testing a site with 15 representative individuals can uncover 99 per cent of usability issues. Relevant content and offers are important to drive interaction, as are nudges, to remind users to return to the site. Social media is becoming an increasingly important part of B2B users online interactions. These can be divided into two groups: onsite and offsite. Onsite activity requires careful moderation and an open-minded attitude to negative comments. Offsite activity can be monitored using specialist tools, and is an important barometer for what your audience is saying about you. Section 7: Net promoter score Net Promoter is a loyalty metric and a discipline for using customer feedback to fuel customer growth in your business, developed by Satmetrix, Bain & Co and Fred Reichheld. Net Promoter Score (NPS) is measured by asking a company s customers the question: How likely are you to recommend X company/product to a colleague or friend? The answers are given on a scale of Respondents can then be categorised into one of three groups depending on their responses: promoters, passives and detractors. The payoff for a company with an improving NPS is reducing customer churn, reducing costs to serve, increased lifetime value and improved upsell/cross sell opportunities. NPS reflects the reality of word of mouth activity. Satmetix has taken the process a stage beyond NPS to develop a net promoter discipline, based on an operating model designed to provide a framework to help organisations create a customer-centric enterprise. Best Practice Guide: Retention & Loyalty B2B Marketing
6 /bpgretentionandloyalty Contents SECTION 1 Introduction to loyalty and retention...10 By Prof Merlin Stone, research director, WCL 1.1 How should loyalty be managed? Definitions of loyalty Consequences of choice of definitions (change in booklet and those below) Managing loyalty Steps in relationship strategy...13 SECTION 2 SECTION 3 SECTION 4 Understanding your customers: The role of data...17 By Ian Lovatt, CEO, Blue Sheep 2.1 CRM technology could it really manage From CRM to SCV Heart of the matter What do we mean by CIM CRM+SCV+CIM= formula for growth Summary...21 Understanding your customers: The role of research...22 By David Willan, chairman, Circle Research 3.1 Segmentation is all-important Be aware of the complexities of satisfaction surveys Base service standards on needs and expectations View customer research as a proactive CRM tool View customer satisfaction as a KPI Are you adhering to best practice?...26 Loyalty programmes...27 By Andy Wood, MD, GI Insight 4.1 Tracking the value segments Segment refinement Relevant data Loyalty schemes and incentives Targeting and personalisation Pan European segmentation Enhancing the database The experts Conclusion...31 Best Practice Guide: Retention & Loyalty B2B Marketing
7 CONTENTS Best practice guide: Retention & Loyalty /bpgretentionandloyalty SECTION 5 Communications...33 By Paul Hewerdine, partner and planning director, Earnest 5.1 Objective setting Understanding your audience Delivering the right message at the right time Selecting the right tactical mix...36 SECTION 6 Online interactions...42 By Paul Hatcher, web development director, Base One 6.1 Making your website useful A consistent experience: Mapping the touchpoints Phasing your approach Making sure it works and can be used Content: Exclusives, interactions, relevancy and delivery Social media, conversations and dialogue...47 SECTION 7 The net promoter score: A loyalty discipline, not a research metric...49 By Martin Green, vice president of EMEA region, Satmetrix 7.1 What is net promoter and how does it work? The net promoter discipline Is recession the right time to use NPS for loyalty...54 SECTION 8 Case Studies System heroes DNX, Sun Microsystems Long Tail Loewy/The Team, Cisco...56 Best Practice Guide: Retention & Loyalty B2B Marketing
8 /bpgretentionandloyalty INTRODUCTION Contributors biographies Martin Green, vice president of EMEA, Satmetrix Green leads the sales and business operations for the region. With an extensive track record in managing complex global customer loyalty programmes, he specialises in the international telecommunications and technology arena. Green has designed and managed the overall relationship for significant customer loyalty engagements with Fortune 100 companies such as HP, Lucent and Nokia. Prior to joining Satmetrix, he worked for several leading global consulting and research firms. Tel: Paul Hatcher, web development director, Base One A veteran of the dot com bubble, Hatcher started the digital team at Base One in With a background in project management, front-end coding and site planning, he now focuses on digital planning, in particular user-computer interaction, information architecture, designing interactions and user testing. paul.hatcher@baseonegroup.co.uk Tel: Paul Hewerdine, partner and planning director, Earnest Paul started his career client side at Hitachi, before moving to Wilson Harvey a specialist technology agency in Following the acquisition of Wilson Harvey by Loewy in 2005, Paul headed up the group s B2B marketing team, planning and delivering integrated campaigns for Cisco, Fujitsu, Oracle and Vodafone. In September 2009, Paul left Loewy to found Earnest with Chris Wilson, Chairman of the Association of B2B Agencies. Earnest is already one of the fastest growing agencies in the B2B space combining game changing strategy and creative to deliver real results for clients across Europe. paul.hewerdine@earnest-agency.com Tel: Iain Lovatt, CEO, Blue Sheep A co-founder and executive chairman of Blue Sheep, Lovatt is responsible for the firsts in the business information market including the development of the largest aggregated business database in the UK. His expertise lies in understanding a client s objectives and bespoke solutions to accelerate growth for all parties. Lovatt holds positions as chair of the IDM Data Council and a member of the British Standards Institute steering group. Iain.lovatt@bluesheep.com Tel: Best Practice Guide: Retention & Loyalty B2B Marketing
9 INTRODUCTION Contributors biographies /bpgretentionandloyalty Prof Merlin Stone, research director, WCL As the research director at WCL, Prof Stone specialises in change management and customer, citizen and stakeholder management. He is also a part-time professor at Bristol Business School and a visiting professor at De Montfort, Oxford Brookes and Portsmouth Universities. Professor Stone is a Fellow of the Chartered Institute of Marketing and an Honorary Life Fellow of the UK s Institute of Direct Marketing. Merlin.Stone@w-c-l.com Tel: David Willan, chairman, Circle Research After holding senior roles at IMR and The Economist Intelligence Unit, Willan co-founded BPRI which became the largest independent B2B research agency in the UK. He is an associate of Ashridge Business School, and an occasional speaker at major industry events such as the GSMA Mobile World Congress. At Circle Researsch, Willan s expertise lies in the technology, financial services, professional services and energy sectors. david.willan@circle-research.com Tel: Andy Wood, managing director, GI Insight Andy Wood is managing director of GI Insight, a company that provides a complete database marketing approach covering database building, loyalty programmes, strategy & analysis, campaign execution and fulfillment. He has over 21 years of experience in the field of database marketing and has vast experience in the creation and management of retail loyalty programmes. His particular skills lie in the analysis of data and its application to improving customer communication, turnover and ultimately profit. Andy.Wood@GI-SolutionsGroup.com Tel: Best Practice Guide: Retention & Loyalty B2B Marketing
10 /bpgretentionandloyalty About B2B Marketing B 2B Marketing is the comprehensive information resource for business-to-business marketers. Its mission is to provide practitioners with the information they need to perform better and achieve more, whatever sector of the B2B space they are operating in. Launched in 2004 as B2B Marketing magazine, it has since evolved into a multi-faceted resource, delivering a broad range of content in a variety of different forms and formats. Its key products are: B2B Marketing Online: A huge archive of content focusing on every conceivable aspect of business-to-business marketing, and including various opportunities for online interaction and learning, such as a best practice webcast programme, and an interactive online directory for supplier sourcing. B2B Marketing magazine:the essential monthly guide to business-to-business marketing, with a key focus on best practice guidance, plus monthly features looking at current trends, regular research, profiles etc. The B2B Marketing Awards: The showpiece event for brands and practitioners, attracting over 600 people, and with former winners including a host of top-tier B2B brands including, Barclays, TNT, American Express, HP, Microsoft, JCB, Symantec, DPD, Rackspace, Volkswagen, Stanley, RSA, and many more B2B Marketing Events: Regular seminars and training sessions aimed at helping marketers hear and learn first hand from the experts in order to hone their skills. For more information on any of these products or services go to or call Best Practice Guide: Retention & Loyalty B2B Marketing
Email Marketing A B2B Marketing Best Practice Guide
Email Marketing A B2B Marketing Best Practice Guide Published December 2010 CONTENTS Email Best Practice Guide Introduction Contents...1 About B2B Marketing...4 Executive summary...5 Authors biographies...8
More informationSEO Benchmarking Report
SEO Benchmarking Report A B2B Marketing Report Published January 2011 EXECUTIVE SUMMARY In association with: CONTENTS Executive summary...6 Section 1 Methodology and participant group 1.1 Survey design
More informationEmail Marketing Benchmarking Report
b2bmarketing.net 150 + VAT Email Marketing Benchmarking Report A B2B Marketing Report Published March 2012 EXECUTIVE SUMMARY IN ASSOCIATION WITH EXECUTIVE SUMMARY CONTENTS Executive summary...6 Section
More informationSearch Engine Optimisation A B2B Marketing Best Practice Guide
Search Engine Optimisation A B2B Marketing Best Practice Guide Expert advice and guidance on business-to-business search engine optimisation Published June 2010 In association with: CONTENTS Section 1
More informationCustomer Experience Programs in B2B
Customer Experience Programs in B2B Empowering retention strategies in the age of the customer This white paper addresses: Why measurement programs need to change Six proven steps for a successful measurement
More informationA Blue Sheep White Paper Describing The Essential Journey from CRM to SCV to CIM
Customer Information Management A Blue Sheep White Paper Describing The Essential Journey from CRM to SCV to CIM Putting Customer Information Management at the heart of your company s marketing activities
More informationSoftware review: A process change model to meet the Enterprise Marketing Automation (EMA) vision Received: 20th July, 2000
Software review: A process change model to meet the Enterprise Marketing Automation (EMA) vision Received: 20th July, 2000 Shaun Doyle is Chairman of Intrinsic, a campaign management software company.
More informationEMBEDDING BCM IN THE ORGANIZATION S CULTURE
EMBEDDING BCM IN THE ORGANIZATION S CULTURE Page 6 AUTHOR: Andy Mason, BSc, MBCS, CITP, MBCI, Head of Business Continuity, PricewaterhouseCoopers LLP ABSTRACT: The concept of embedding business continuity
More informationCHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More information5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services
PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent
More information20 Best Practices for Customer Feedback Programs Building a Customer-Centric Company
Business growth through customer insight 20 Best Practices for Customer Feedback Programs Building a Customer-Centric Company The content of this paper is based on the book, Beyond the Ultimate Question,
More informationUNDERSTANDING EFFECTIVE LEAD GENERATION TICK #THINKGROWTH
UNDERSTANDING EFFECTIVE LEAD GENERATION TICK #THINKGROWTH CONTENTS 1 INTRODUCTION Page 3 2 COMPETITIVE PROPOSITION Page 4 3 USER PROFILING/AUDIENCE DNA Page 9 ENSURE YOUR BRAND HAS A CLEAR, COMPELLING
More informationGovernment Communication Professional Competency Framework
Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their
More informationCustomer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals
Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Butterworth Heinemann 2003 ISBN:0750656778, 290 pages Theme of the
More informationHow to Measure a Loyalty Programme s Return on Investment. Managing information and transactions securely
How to Measure a Loyalty Programme s Return on Investment Managing information and transactions securely Introduction Successful programmes have longevity because the overall benefits clearly justify the
More informationThe Connected Consumer Survey 2015: fixed broadband customer retention
Research Report The Connected Consumer Survey 2015: fixed broadband customer retention February 2015 Patrick Rusby and Martin Scott 2 About this report This report focuses on aspects of Analysys Mason
More informationCase Study / A consistent approach to transforming mindset that changes the face of retail one smile at a time
Case Study / Over 5,000 Vodafone sales staff and managers equipped with new attitude and skill set to deliver an outstanding customer experience across 17 countries. A consistent approach to transforming
More informationSolution Overview Channel Management in Utilities
Utilities Sector Solution Overview Channel Management in Utilities Better Results Market Influences and Challenges The utilties industry has faced dramatic change and numerous challenges in recent years
More informationNet Promoter Score: A Critical Number Your Business Needs to Know
1 YouTube: http://www.youtube.com/watch?v=jowg1inpe_a Net Promoter Score: A Critical Number Your Business Needs to Know Holly Duarte NPS Manager Cummins Inc 1 The Golden Rule: The foundation of loyalty
More informationLOST YOUR CRM DIRECTION?
LOST YOUR CRM DIRECTION? THIS 5-STEP ROADMAP CAN HELP The better an organisation understands its customers and their needs and their expectations, the greater opportunity it has to satisfy those needs
More informationB2B Customer Satisfaction Research
Circle Research White Paper B2B Customer Satisfaction B2B Customer Satisfaction Research IN SUMMARY This paper on B2B customer satisfaction research: Identifies why customer satisfaction matters Provides
More informationWhite Paper. Transforming to Customer-Centric Marketing. Andy Cutler, Equifax Marketing Services April 2008
> White Paper Transforming to Customer-Centric Marketing Andy Cutler, Equifax Marketing Services April 2008 Legal Note: Equifax is pleased to provide this information for your convenience, however it is
More informationMarcomms Agencies Benchmarking Report
150 + VAT Marcomms Agencies Benchmarking Report A B2B Marketing Report Published December 2011 EXECUTIVE SUMMARY IN ASSOCIATION WITH CONTENTS Executive summary...5 Section 1. Current trends in agency activity
More informationUnderstanding the links between employer branding and total reward
8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial
More informationA B2B PERSPECTIVE: GETTING MORE FROM YOUR NET PROMOTER SCORE*
A B2B PERSPECTIVE: GETTING MORE FROM YOUR NET PROMOTER SCORE* * Net Promoter and NPS are registered trademarks and Net Promoter System SM and Net Promoter Score SM are trademarks of Bain & Company, Satmetrix
More informationHow Valuable Is Word of Mouth?
ADVERTISEMENT V. Kumar (vk@business.uconn.edu) is the ING Chair Professor in Marketing at the University of Connecticut s School of Business in Storrs and the executive director of the school s ING Center
More informationA social marketing approach to behaviour change
A social marketing approach to behaviour change An e-learning course in using social marketing to change or sustain behaviour About The NSMC Established by Government in 2006, we are the centre of excellence
More informationDigital Marketing Institute s. Professional Diploma in Digital Selling. Validated by the Syllabus Advisory Council (SAC)
Digital Marketing Institute s Professional Diploma in Digital Selling Validated by the Syllabus Advisory Council (SAC) Content Professional Diploma in Digital Selling Welcome Course overview Course content
More informationPerformance Management Consultancy
Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management
More informationRunning a successful golf club
Running a successful golf club Issue 1 Membership and Customer Relationship Management (CRM): Why profiling is key to retention An ebook by NFS Technology Group www.nfs- hospitality.com How to run a successful
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationDriving Outstanding Post-Implementation Performance with Optimisation Services Transform Your Business With Salmon Ecommerce Services
Driving Outstanding Post-Implementation Performance with Optimisation Services Transform Your Business With Salmon Ecommerce Services www.salmon.com 1 DRIVING OUTSTANDING ECOMMERCE PERFORMANCE Over 25
More informationSCC The Oracle Experts
SCC The Oracle Experts Our Oracle Infrastructure Specialists can advise you on the entire Oracle stack - from optimised hardware and storage configuration up through the stack to include database, middleware
More informationCreating the customer experience
Creating the customer experience INSIGHT. EXECUTION. ADVANTAGE. Customer experience outsourcing that transforms business performance 3 Your customer management future 5 The Webhelp difference 8 Services
More informationDepartment for Work and Pensions Communication Capability Review. February 2013
Department for Work and Pensions Communication Capability Review February 2013 Management summary 2.1 The Communication Capability Review of the Department for Work and Pensions (DWP) is one of a series
More informationLoyalty Insights. The benefits of a competitive benchmark Net Promoter Score. By Rob Markey
Loyalty Insights The benefits of a competitive benchmark Net Promoter Score By Rob Markey Rob Markey is a partner and director in Bain & Company s New York office and leads the firm s Global Customer Strategy
More informationTest your talent How does your approach to talent strategy measure up?
1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in
More informationCustomer Experience Management
Customer Experience Management 10 tips for the successful development and execution of Chris Bland Research Director SPA Future Thinking Introduction, sometimes referred to as Customer Feedback Programmes,
More informationDriving Profits from Loyalty
Driving Profits from Loyalty Overview 1 P a g e 5 Steps to Driving Profit from Loyalty 1. Customer Portfolio Analysis This is the first step on the road to customer profitability where we can begin to
More informationVodafone Red Paper Getting closer to your customers Issues Change Solution
Issues Change Solution How to get closer to your customers Communicating with customers on their terms Every channel available The Internet enables easier comparison of companies, particularly of price,
More informationDriving greater loyalty in Europe. What consumers want and where brands are failing to deliver
Driving greater loyalty in Europe What consumers want and where brands are failing to deliver Research commissioned with consumers in France, Germany and Switzerland Executive summary Fast-changing technology,
More informationIPSOS MORI S 2016 FUTURE OF RESEARCH SERIES
WELCOME TO IPSOS MORI S 2016 FUTURE OF RESEARCH SERIES Welcome to Ipsos MORI s 2016 Future of Research Series. These events highlight some of the latest topics and trends in the industry and are open to
More informationNPS2. Reaching the Next Level of Customer Experience Leadership. By Deborah Eastman
NPS2 Reaching the Next Level of Customer Experience Leadership By Deborah Eastman Overview Get an introduction to NPS2, the next generation of the groundbreaking Net Promoter methodology. Find out how
More informationUnderstanding client experience in a changing marketplace An adviser proposition for client research. April 2013
Understanding client experience in a changing marketplace An adviser proposition for client research April 2013 Contents A new industry landscape Retaining and acquiring clients in the new landscape The
More informationBeyond the Referral: The Growing Role of Customer Advocates in Technology Marketing
Beyond the Referral: The Growing Role of Customer Advocates in Technology Marketing Barb Pfeiffer Senior Consultant & Chief Channel Expert The Partner Marketing Group Beyond the Referral: The Growing Role
More informationCONSUMER ENGAGEMENT IN THE CURRENT ACCOUNT MARKET
CONSUMER ENGAGEMENT IN THE CURRENT ACCOUNT MARKET Why people don t switch current accounts March 2016 A Bacs Research Paper 1 FOREWORD Since 2013 Bacs has operated the Current Account Switch Service (CASS)
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationIs the Net Promoter Score* an effective replacement for an organisation-wide Employee Opinion Survey? In short: No.
Is the Net Promoter Score* an effective replacement for an organisation-wide Employee Opinion Survey? In short: No. An Insync Surveys white paper By Dr Erika Szerda, Research Project Manager, Insync Surveys
More informationGE Capital The Net Promoter Score: A low-cost, high-impact way to analyze customer voices
GE Capital The Net Promoter Score: A low-cost, high-impact way to analyze customer voices The Net Promoter Score: A low cost, high impact way to analyze customer voices GE Capital s Net Promoter survey
More informationOur unique perspective on brand and comms tracking
Our unique perspective on brand and comms tracking Hamish Asser Research Director Introducing BrandBox A powerful, flexible and transparent brand tracking tool that monitors brand performance and identifies
More informationDIGITAL SMEs: OPPORTUNITIES FOR CSPs PROVIDING SOCIAL, MOBILE, ANALYTICS AND CLOUD SERVICES
RESEARCH STRATEGY REPORT DIGITAL SMEs: OPPORTUNITIES FOR CSPs PROVIDING SOCIAL, MOBILE, ANALYTICS AND CLOUD SERVICES CHRIS NICOLL and SANDRA O BOYLE Analysys Mason Limited 2015 analysysmason.com About
More informationHow to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction
ZS and the HSMAI Foundation IPR Executive Summary How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction Tony Yeung ZS and the HSMAI Foundation IPR Executive
More informationBalance collections with retention for each customer. Decision Analytics for debt management in telecommunications
Balance collections with retention for each customer Decision Analytics for debt management in telecommunications Debt management for telecommunications The dynamic telecommunications market is seeing
More information2014 MERKLE CRM EXECUTIVE SUMMIT
AGENCY OVERVIEW 2014 MERKLE CRM EXECUTIVE SUMMIT Merkle is the largest privately-held customer relationship marketing agency and the fastest-growing agency of any discipline in the U.S. For more than 25
More informationHow successful is your campaign and promotion management? Towards best-practice campaign management strategies
How successful is your campaign and promotion management? Towards best-practice campaign management strategies Welcome to the new normal Businesses today are under unprecedented pressure to increase spending
More informationLISTEN TO THE VOICE OF CUSTOMER EXPERIENCE
LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE The Four Essentials of a Customer Experience Program www.nice.com WHERE CX PROGRAMS STUMBLE Many companies recognize the value of a customer experience (CX) program,
More informationSatrix Solutions EBook. Steps for Designing an Effective Net Promoter Score Survey Program. 1 www.satrixsolutions.com
Satrix Solutions EBook Steps for Designing an Effective Net Promoter Score Survey Program 1 www.satrixsolutions.com A Practical Guide on Net Promoter Best Practices. Introduction: What is Net Promoter
More informationThe relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
More informationCustomer Experience Management
Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction
More informationMoving the NPS Needle - How to Use Customer Feedback to Drive Improvement
Moving the NPS Needle - How to Use Customer Feedback to Drive Improvement Content Introduction: NPS for the Digital Enterprise 3 Chapter Three: Taking Action with Net Promoter Online 12 Chapter One: Vanity
More informationDigital Marketing Specialist
v Digital Marketing Specialist Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder. Our Mission
More informationCustomer Engagement: A new paradigm? An Experian white paper
Customer Engagement: A new paradigm? An Experian white paper June 2011 Contents Introduction Page 3 Is Customer Engagement the new CRM? Page 4 What does this mean in reality? Page 5 Can the new learn from
More informationLearning Outcome 1 The learner will: Understand the contribution Customer Service makes to achieving organisational objectives.
Unit Title: Managing the Customer Relationship Unit Reference Number: R/601/3378 Guided Learning Hours: 160 Level: Level 5 Number of Credits: 18 Learning Outcome 1 The learner will: Understand the contribution
More informationCustomer Experience Management Performance through improved customer lifetime value. 2014 Nokia Solutions and Networks. All rights reserved.
Customer Experience Management Performance through improved customer lifetime value 2014 Nokia Solutions and Networks. All rights reserved. Our approach Insight Action The right data to generate the most
More informationSEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER ENGAGEMENT - A WINNING APPROACH
SEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER - A WINNING APPROACH INTRODUCTION The traditional discussion within organisations has always focused around the customer
More informationCustomer centric transformation for next generation customer service CUSTOMER CENTRICITY
Social Mobile Data CUSTOMER CENTRICITY Cyber security Cloud Customer centric transformation for next generation customer service Solutions and services for improving customer focus and satisfaction across
More informationInsight. The analytics trend. in customer service. 4-point plan for greater efficiency in contact centres. we are www.daisygroup.
Insight The analytics trend in customer service 4-point plan for greater efficiency in contact centres 2 Introduction The subject of analytics these days includes a vast number of factors relating to customer
More informationThe Purpose of PR 2016
The Purpose of PR 2016 Research Report Contents Introduction Key findings Purpose of PR Tactics Budget Social media, SEO Media Relevance and importance of PR INTRODUCTION FROM XANTHE VAUGHAN WILLIAMS PR
More informationFitness First. Customer Engagement: Overview. Case Study
Customer Engagement: Fitness First Overview Company Fitness First is a leading fitness brand Challenge To maximise the effectiveness of its marketing, Fitness First needed to turn raw customer data into
More informationTHE ROLE OF MARKET RESEARCH IN THE MODERN SHOPPING CENTRE
THE ROLE OF MARKET RESEARCH IN THE MODERN SHOPPING CENTRE BACKGROUND Historically, shopping centre developers focused on two areas; capital cost and rental return. There was no real interest in the shopper
More informationA PASSION FOR QUALITY A QUEST FOR PERFECTION
A PASSION FOR QUALITY A QUEST FOR PERFECTION Bespoke maintainable software, carefully designed, and artistically implemented WE SOFTWARE DEVELOPMENT www.geeks.ltd.uk all of these clients wanted... PERFORMANCE
More informationBUSINESS. Unit 7 Marketing campaign. 2016 Suite. Cambridge TECHNICALS LEVEL 3. L/507/8154 Guided learning hours: 60. ocr.org.
2016 Suite Cambridge TECHNICALS LEVEL 3 BUSINESS Unit 7 Marketing campaign L/507/8154 Guided learning hours: 60 Version 2 - Revised content - March 2016 ocr.org.uk/business LEVEL 3 UNIT 7: Marketing campaign
More informationApplies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet
Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences
More informationLord Stern s review of the Research Excellence Framework. Call for evidence
Lord Stern s review of the Research Excellence Framework Call for evidence January 2016 Contents 1. Introduction... 3 2. Questions... 4 3. Evidence base... 6 4. Terms of reference... 7 5. Steering group...
More informationHow Australia s utilities can boost customer loyalty
How Australia s utilities can boost customer loyalty As growth slows in Australia s electricity and natural gas markets, keeping customers happy becomes more important than ever. By Katrina Bradley and
More informationMANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY
MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY THE COMPANY Established in Hong Kong in 1963. Mandarin Oriental Hotel Group is an international hotel investment and management group operating ten hotels in
More informationCommunications Strategy 2015-16
Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider
More informationCUSTOMER RELATIONSHIP MANAGEMENT AND DATA WAREHOUSING
03-03-10 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES CUSTOMER RELATIONSHIP MANAGEMENT AND DATA WAREHOUSING Duane E. Sharp INSIDE The CRM Solution; Customer Feedback; Defining the Customer;
More informationThe 2013 Superannuation Consumer Recommendation & Loyalty Study
The 2013 Superannuation Consumer Recommendation & Loyalty Study A study of the depth of consumer loyalty towards Australian Superannuation brands using the Net Promoter Score Net Promoter, NPS, and Net
More informationDon t Kill the Analyst Just Yet
Don t Kill the Analyst Just Yet How Ipsos Loyalty applies text analytics GAME CHANGERS Don t Kill the Analyst Just Yet Text Analytics clocks in as the #4 emerging methods priority for market researchers
More informationMuch case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM.
Handbook of CRM: Achieving Excellence in Customer Management Adrian Payne Elsevier 2006 ISBN: 0750664371, 438 pages Theme of the Book This highly usable book: gives the reader a strong understanding of
More informationTemkin Group Insight Report
ROI of Customer, 2014 CX Highly Correlates to Loyalty Across 19 Industries, Delivers Up To $460M Over 3 Years By Bruce Customer Transformist & Managing Partner Group September 2014 Group info@temkingroup.com
More information2-DAY MBA MODULE ON STRATEGIC MARKETING OUTLINE
2-DAY MBA MODULE ON STRATEGIC MARKETING OUTLINE Executive 2-DAY MBA Course Outline on Strategic Marketing This course combines academic rigour and real life experience from within the fast paced world
More informationBuilding an Effective Business Architecture & Metrics Capability
Building an Effective Business Architecture & Metrics Capability Building an effective business architecture capability is fundamentally about organisational change management. A siloed business architecture
More informationJanuary 2016. Brand and Campaigns Executive: Information for Candidates
January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you
More informationInsight Report. Digital marketing governance From fragmentation to alignment to impact. In this report
Insight Report In this report Using standards to create a globally consistent digital experience Creating a digital governance framework Monitoring and measurement Digital marketing governance From fragmentation
More informationPosition description. Marketing & Member Relationship. Classification
Position description Position title Division Business Business unit Classification Responsible for Campaign Manager Online Insurance Product & Sales Marketing & Member Relationship D Planning, development
More informationCREATING THE RIGHT CUSTOMER EXPERIENCE
CREATING THE RIGHT CUSTOMER EXPERIENCE Companies in the communications, media, and entertainment industries are using big-data technologies, user-centered design, and operational alignment methodologies
More informationEmail Marketing Manager. MS National Centre, London
Job Title: Location: Reports to: Email Marketing Manager MS National Centre, London Head of Digital Introduction to MS Society The MS Society is the UK s leading MS charity. Since 1953, we ve been providing
More informationEmployee Engagement best practice examples Premier Inn Sun Microsystems
Employee Engagement best practice examples Premier Inn Sun Microsystems BSkyB L&Q Kings Lynn & Norfolk Borough Council J Sainsbury Centrica Timberland SouthWest Airlines Nationwide Camelot KPMG W L Gore
More informationBeyond Net Promoter Scores
Beyond Net Promoter Scores Understanding Customer-Generated Word of Mouth A Shirman Group Client Brief The highly popular Net Promoter Score (NPS) customer satisfaction metric has gained broad adoption
More informationGOOD CALL: How to position telemarketing at the heart of. your multichannel marketing to drive revenue. In association with:
GOOD CALL: How to position telemarketing at the heart of your multichannel marketing to drive revenue In association with: multichannel marketing to drive revenue CONTENTS Good Call: How to position telemarketing
More informationConsumer Analytics Whitepaper
We make IT work Consumer Analytics Whitepaper Ian Sherratt - SCC s CTO David Willmott IBM Software Specialist July 2015 0402 ABOUT SCC We enable people to do business. We make IT work through partnership,
More informationWHITE PAPER: SALES & MARKETING. Seven levers of sales and marketing performance that drive sales growth and deliver sustainable competitive advantage
WHITE PAPER: SALES & MARKETING Seven levers of sales and marketing performance that drive sales growth and deliver sustainable competitive advantage Sales & Marketing 2 Seven levers of sales and marketing
More informationSocial Media Benchmarking Report
150 + VAT Social Media Benchmarking Report A B2B Marketing Report Published August 2011 IN ASSOCIATION WITH CONTENTS Executive summary...6 Section 1. About the respondents 1.1 Size of respondent companies...11
More information6 Steps to Creating a Successful Marketing Database
6 Steps to Creating a Successful Marketing Database Why Invest in a Marketing Database? An organisation that has an ineffective marketing database, multiple databases that cannot communicate with one another,
More informationMeasuring Contractors Performance Using KPIs GUIDANCE NOTES FOR FACILITIES MANAGERS
Measuring Contractors Performance Using KPIs GUIDANCE NOTES FOR FACILITIES MANAGERS Published by the British Institute of Facilities Management BIFM November 2014 1 Why measure performance? Jonah Lomu
More informationFive Predictive Imperatives for Maximizing Customer Value
Five Predictive Imperatives for Maximizing Customer Value Applying predictive analytics to enhance customer relationship management Contents: 1 Customers rule the economy 1 Many CRM initiatives are failing
More informationPr(e)-CRM: Supercharging Your E- Business CRM Strategy
Pr(e)-CRM: Supercharging Your E- Business CRM Strategy Presented by: Michael MacKenzie Chairman, Chief Research Officer Mike.Mackenzie@ConvergZ.com Michael Doucette President Mike.Doucette@ConvergZ.com
More information