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Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
Customer Relationship Diagnostic: Sample Report
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Customer Relationship Diagnostic: Sample Report

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This is a sample report to illustrate how reporting can be done for a customer relationship survey.

This is a sample report to illustrate how reporting can be done for a customer relationship survey.

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  1. CUSTOMER RELATIONSHIPDIAGNOSTIC (CRD)SUMMARY RESULTS FOR ACME COMPANYBOB E. HAYES, PHDBUSINESS OVER BROADWAY
  2. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comOverview Executive Summary Respondent Profile Customer Loyalty Dashboard Customer Loyalty Customer Experience Driver Matrix Advocacy, Purchasing, Retention Revenue At risk Potential revenue growth Product Quality Benchmarks Advocacy, Purchasing, Retention
  3. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comExecutive Summary - Method ACME’s customers were surveyed from Jan 20 through Feb 3,2011 (400 Accounts with 4500 Contacts) Web-based survey with email invitation and two reminderemails Response rate: 540 Contacts responded (12% response rate) 272 Accounts responded (68% response rate) Survey Content: RAPID loyalty questions and customer experiencequestions Decision status, Job level Compared to competition
  4. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comExecutive Summary - Conclusions ACME customers are not extremely loyal toACME Much room for improvement across all components ofcustomer loyalty (Advocacy, Purchasing, Retention) 80% are satisfied but less than half will buy different/newproduct (41%) or expand their usage of ACME products inthe company (44%) Customer Loyalty Impacts Revenue Annual revenue growth through word-of-mouth is$272,500.00 Annual revenue growth through up/cross-selling is$168,000.00 Annual revenue at risk due to churn is $488,000.00
  5. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comExecutive Summary - Conclusions Improving revenue starts with improving these areas of thecustomer experience Overall Product Quality, Future Product/Company Direction andCommunication from Company Large ROI and net revenue is expected if company improvesfuture product/company direction 40% of customers say products do not have enoughfunctionality Product A is rated better than Product B and Product CProduct QualityFuture Product/Company DirectionCommunicationfrom CompanySaved/Additional Revenue $ (52,771.88) $263,624.35 $98,396.10Cost to correct (goal of 0% dissatisfaction) $45,000.00 $50,000.00 $15,000.00Net Revenue (Saved/Add Rev - Cost) $(97,771.88) $213,624.35 $83,396.10ROI (Saved/Add Rev / Cost) -217% 427% 556%
  6. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comExecutive Summary - Conclusions ACME’s overall performance is considered typical bytheir customers Industry Percentile Rank is estimated to be 54th percentile Compared to companies in other industries, ACMEtends to fall at the low end of the distribution withrespect to advocacy loyalty and purchasing loyalty
  7. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comRespondent ProfilePrimaryDecisionMaker12%DecisionInfluencer66%No Influence22%Executive (C-level, VP, ManagingDirector)22%Director11%Manager(with directreports)35%IndividualContributor(no directreports)32%1. Most of the respondents have an influencein buying decisions (decision influencers =66%; primary decision makers = 12%);2. Only difference across three groups isrespondents with “no influence” reportedhigher advocacy loyalty1. Most of the survey respondents areManagers and Individual Contributors(67%). Director and Executive levelrespondents make up 33% of the sample.2. No statistically significant difference on anykey metrics.
  8. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comCustomer Loyalty DashboardCustomer Loyalty Metrics1Advocacy Loyalty Percent PositiveSatisfied 79%Select vendor again 71%Recommend 72%Continue using 76%Purchasing Loyalty Percent PositivePurchase different or new 41%Expand usage 44%Retention Loyalty Percent PositiveNot leave / Stop using2 69%1 Customer Loyalty measured by RAPID loyalty approach. Please see Business Over Broadway for details. Percent Positive ratings reflectpercent of customers who gave ratings of 6 or greater (on a 0-10 scale).2 Percent positive reflect percent of respondents reporting they are unlikely to stop using ACME.1. Retention: Mostcustomers did not indicatethey would stop usingACME (69%)2. Advocacy: Most customerssaid they are satisfied(79%) and will likelyrecommend ACME (72%)3. Purchasing: Less than 50%of customers said they willlikely purchasedifferent/new services(41%) and expand usage ofACME (44% ).ACME Loyalty Summary
  9. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com0123456789100%10%20%30%40%50%60%70%80%90%100%OverallSatisfactionChoose again Recommend Continue using Purchasedifferent or newExpand usage Stop using*AveragePercentofRespondentsRatings of 9 or 10 Ratings of 6-8 Ratings of 0-5 AverageRatings are on a 0 (Not at all likely) to 10 (Extremely likely) scale; For Overall Satisfaction, ratings are on a 0 (Extremely Dissatisfied) to 10(Extremely Satisfied) scale. Results based on 540 completed surveys. * Reverse scores so higher scores mean higher retention loyalty. Customers report higher advocacy and retention loyalty thanpurchasing loyaltyCustomer LoyaltyAdvocacyLoyaltyPurchasingLoyaltyRetentionLoyalty
  10. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com0123456789100%10%20%30%40%50%60%70%80%90%100%Ease of doingbusinessOverall ProductQualityResponsiveness toService NeedsResponsiveness toTechnical ProblemsAbility to ResolveTechnical ProblemsCommunicationsfrom the CompanyFutureProduct/CompanyDirectionAveragePercentofRespondentsRatings of 9 or 10 Ratings of 6-8 Ratings of 0-5 AverageRatings are on a 0 (Extremely Dissatisfied) to 10 (Extremely Satisfied) scale. Results based on 257 completed surveys. Around 70-80% of customers are satisfied with the customerexperience Except for Communication and Future Product/Company DirectionCustomer Experience
  11. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comExamine each business area’sperformance and impact onloyalty simultaneously.1. Key Drivers – Invest in areasto increase CustomerLoyalty.2. Hidden Drivers – Usefeatures in marketing togrow customer base.3. Visible Drivers – Considerfeatures in marketing togrow customer base.4. Weak Drivers – Monitor aslowest priority forinvestment.Driver Matrix
  12. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com Predicting Advocacy Loyalty0.500.550.600.650.700.750.800.855.25 5.75 6.25 6.75 7.25 7.75ImpactonAdvocacyLoyalty(correlationbetweenbusinessattributesandAdvocacyLoyaltyIndex)Performance on Business Attribute(Customer Rating)Advocacy Loyalty Index is the average of the following four questions (Overall, Satisfaction, Recommend, Select vendor again, Continue using).To improve advocacyloyalty, you may considerfocusing on followingareas:1. Overall ProductQualityDriver Matrix: Improvement Areas
  13. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com Predicting Advocacy LoyaltyTo focus marketingmessage, you mayconsider leveragingfollowing areas:1. Ease of doingbusiness2. Responsiveness totechnical problems3. Responsiveness toservice needs4. Ability to resolvetechnical problems0.500.550.600.650.700.750.800.855.25 5.75 6.25 6.75 7.25 7.75ImpactonAdvocacyLoyalty(correlationbetweenbusinessattributesandAdvocacyLoyaltyIndex)Performance on Business Attribute(Customer Rating)Advocacy Loyalty Index is the average of the following four questions (Overall, Satisfaction, Recommend, Select vendor again, Continue using).Driver Matrix: Marketing Messages
  14. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comBusiness AttributePerformance1(AverageRating)Impact2 onAdvocacyLoyaltyEase of doing business 6.90 .72Overall Product Quality 6.65 .83Responsiveness to Service Needs 7.08 .62Responsiveness to Technical Problems 7.19 .62Ability to Resolve Technical Problems 7.03 .59Communications from the Company 6.68 .64Future Product/Company Direction 5.69 .64ImproveLeverage Consider1 Performance of each attribute is the average rating for each attribute across all respondents. Possible scores range from 0 (Extremely Dissatisfied)to 10 (Extremely Satisfied); 2 Impact is the correlation between specific Business Attribute sand Advocacy Loyalty Index. Improving Advocacy LoyaltyImproving and Marketing ACME
  15. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com Predicting Purchasing LoyaltyPurchasing Loyalty Index is the average of the following two questions (Purchase different or new, Expand usage).0.200.250.300.350.400.450.505.25 5.75 6.25 6.75 7.25 7.75ImpactonPurchasingLoyalty(correlationbetweenbusinessattributesandPurchasingLoyaltyIndex)Performance on Business Attribute(Customer Rating)To improve purchasingloyalty, you may considerfocusing on followingareas:1. Communications fromthe Company2. Overall ProductQuality3. Future Product/Company DirectionDriver Matrix: Improvement Areas
  16. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com Predicting Purchasing LoyaltyTo focus marketingmessage, you may considerleveraging following areas:1. Ability to resolvetechnical problems2. Responsiveness toTechnical Problems3. Ease of doing business4. Responsiveness toService Needs0.200.250.300.350.400.450.505.25 5.75 6.25 6.75 7.25 7.75ImpactonPurchasingLoyalty(correlationbetweenbusinessattributesandPurchasingLoyaltyIndex)Performance on Business Attribute(Customer Rating)Purchasing Loyalty Index is the average of the following two questions (Purchase different or new, Expand usage).Driver Matrix: Marketing Messages
  17. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comBusiness AttributePerformance1(AverageRating)Impact2 onPurchasingLoyaltyEase of doing business 6.90 .29Overall Product Quality 6.65 .44Responsiveness to Service Needs 7.08 .25Responsiveness to Technical Problems 7.19 .33Ability to Resolve Technical Problems 7.03 .35Communications from the Company 6.68 .40Future Product/Company Direction 5.69 .39ImproveLeverage Consider1 Performance of each attribute is the average rating for each attribute across all respondents. Possible scores range from 0 (Extremely Dissatisfied)to 10 (Extremely Satisfied); 2 Impact is the correlation between specific Business Attribute sand Purchasing Loyalty Index. Improving Purchasing LoyaltyImproving and Marketing ACME
  18. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com Predicting Retention LoyaltyTo improve retentionloyalty, you may considerfocusing on followingareas:1. Overall ProductQuality2. Future Product/Company DirectionRetention Loyalty Index is the average of the following question (Stop using)0.000.050.100.150.200.250.300.350.405.25 5.75 6.25 6.75 7.25 7.75ImpactonRetentionLoyalty(correlationbetweenbusinessattributesandRetentionLoyaltyIndex)Performance on Business Attribute(Customer Rating)Driver Matrix: Improvement Areas
  19. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comTo focus marketingmessage, you may considerleveraging following areas:1. Ability to ResolveTechnical Problems2. Responsiveness toTechnical Problems3. Responsiveness toService Needs4. Ease of doing business Predicting Retention LoyaltyRetention Loyalty Index is the average of the following question (Stop using)0.000.050.100.150.200.250.300.350.405.25 5.75 6.25 6.75 7.25 7.75ImpactonRetentionLoyalty(correlationbetweenbusinessattributesandRetentionLoyaltyIndex)Performance on Business Attribute(Customer Rating)Driver Matrix: Marketing Messages
  20. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com1 Performance of each attribute is the average rating for each attribute across all respondents. Possible scores range from 1 (Extremely Dissatisfied)to 10 (Extremely Satisfied); 2 Impact is the correlation between specific Business Attribute sand Customer Loyalty. Improving Retention LoyaltyBusiness AttributePerformance1(AverageRating)Impact2 onRetentionLoyaltyEase of doing business 6.90 .19Overall Product Quality 6.65 .26Responsiveness to Service Needs 7.08 .19Responsiveness to Technical Problems 7.19 .27Ability to Resolve Technical Problems 7.03 .27Communications from the Company 6.68 .17Future Product/Company Direction 5.69 .30ImproveLeverage ConsiderImproving and Marketing ACME
  21. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comLoyalty Impacts Expected Revenue Revenue growth through word-of-mouth(new customers) $272,500.001 Revenue at risk due to churn $448,000.002 Revenue growth through up/cross-sell(existing customers) $168,000.0031 Expected revenue from new customers is based on 14.2% of customers recommending ACME, on average, to 7.5 friends/colleagues and aconversion rate of 2% with an annual average revenue per new customer of $10,000.2 Expected annual revenue loss is based on 2.8% estimated churn rate and an annual average revenue per customer of $40,000.3 Expected annual revenue growth from current customers is based on a 4.2% estimated up/cross-sell rate and an annual up/cross-sellestimate of $10,000.
  22. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comImpact of Improvement Efforts Improvements start with key drivers of customerloyalty Product Quality, Future Product/ACME Direction, ACMECommunication Large ROI and net revenue is expected if companyimproves future product/company directionProduct QualityFuture Product/ACME DirectionCommunicationfrom ACMESaved/Additional Revenue $ (52,771.88) $263,624.35 $98,396.10Cost to correct (goal of 0% dissat) $45,000.00 $50,000.00 $15,000.00Net Revenue (Saved/Add Rev - Cost) $(97,771.88) $213,624.35 $83,396.10ROI (Saved/Add Rev / Cost) -217% 427% 556%
  23. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.com1 Importance measured by correlation between business attribute and customer loyalty metric. Ranking conducted within a specific loyalty metric.Drivers of Customer Loyalty Customer experience has a much greater impact on advocacyloyalty than on purchasing or retention loyalty.00.10.20.30.40.50.60.70.80.90Ease of doingbusinessOverall ProductQualityResponsiveness toService NeedsResponsiveness toTechnicalProblemsAbility to ResolveTechnicalProblemsCommunicationsfrom the CompanyFutureProduct/CompanyDirectionImpactonLoyaltyMetric(correlationbetweenbusinessattributesandloyaltymetric)Advocacy LoyaltyPurchasing LoyaltyRetention Loyalty
  24. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comTop Drivers of LoyaltyBusiness Attribute (BA)AdvocacyLoyaltyPurchasingLoyaltyRetentionLoyaltyEase of doing business 2 6 5Overall Product Quality 1 1 4Responsiveness to Service Needs 5 7 6Responsiveness to Technical Problems 5 4 3Ability to Resolve Technical Problems 7 5 2Communications from the Company 3 2 7Future Product/Company Direction 4 3 11 Rank is based on correlation between business attribute and customer loyalty metric. Ranking conducted within a specific loyalty metric. Ranking of1 indicates highest correlation between that business attribute and the measure of customer loyalty.Top Drivers of Customer Loyalty Business attributes impact customer loyaltycomponents differently
  25. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comProduct Functionality About 40% of respondents indicated ACME products do nothave enough functionality About 14% indicated ACME products have too muchfunctionality0%5%10%15%20%25%30%35%40%45%50%1 - Not enoughfunctionality2 3 4 - Right amountof functionality5 6 7 - Too muchfunctionalityPercentofCustomers
  26. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comProduct Functionality Too little product functionality has a deleterious effect on key customermetrics. Too much functionality does not adversely impact key customermetrics0123456789ALI PLI RLI Ease of doingbusinessOverall ProductQualityResponsiveness toService NeedsResponsiveness toTechnical ProblemsAbility to ResolveTechnical ProblemsCommunicationsfrom the CompanyFutureProduct/CompanyDirectionLoyalty/SatisfactionNot enough (ratings of 1-2)Right amount (ratings of 3-5)Too much (ratings of 6-7)Product functionality measured on a 1-7 scale; where 1 = Not enough functionality; 4 = Right amount of functionality, 7 = Too much functionality.
  27. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comProduct Quality and Combinations Have enough data to assess three products Prod A, Prod B, and Prod C Prod C receives higher ratings than Prod A or Prod B7.016.038.306.546.267.304.05.06.07.08.09.010.0Product AOnlyProduct BOnlyProduct COnlyProduct Awith BProduct Awith CProduct Bwith CSatisfactionwithProductQuality
  28. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comCompetitors used by Customers Nearly half (49%) of ACME customers say they usecompetitor’s products in their organization0%10%20%30%40%50%60%70%80%A B C D E F G H OtherPercentofCustomers1Competitor1 Percent based on only those respondents who indicated they use competitor’s products in their company.
  29. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comACME Compared to Competitors6%16%37%40%2%0%5%10%15%20%25%30%35%40%45%Worse than allBetter than someAbout the same as othersBetter than mostBetter than allPercentofRespondentsWhat best describes our performancecompared to the competitors you use?(0 + 400 + 1850 + 3000+ 200) / 100 = 54.5PercentileValue% ofCustomers0 625 1650 3775 40100 2ACME’s PercentilePerformance Rank50% < 54%< 58%
  30. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comCompetitive Ranking Estimates36%50%51%52%54%55%55%56%62%0% 20% 40% 60% 80%Competitor H*Competitor GCompetitor FCompetitor EALL COMPETITORSCompetitor DCompetitor CCompetitor BCompetitor ACustomer Estimate of ACME’s Percentile RankACME’s percentileranking is not adverselyimpacted by presenceof most competitors –ACME’s ranking iscomparable to mostcompetitors.Competitor H’spresence in ACME’sAccounts has significantnegative impact oncustomers’ perceptionof ACME’sperformance.ACME’s Percentile Rankwhen competitors are present* Statistically significant difference between ACME customers who are using Competitor H and those who are not using Competitor H.
  31. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comAdvocacy Loyalty Benchmarks (B2B)0123456789100%10%20%30%40%50%60%70%80%90%100%MeanPercentofRespondentsVery Loyal (ratings of 9 or 10) Loyal (ratings of 6-8) Disloyal (ratings of 0-5) MeanOverallSatisfaction RecommendContinuePurchasing /UsingSelect VendorAgainMeans not calculated for ACME C and E. Comp Cused a 1 to 6 satisfaction scale; 1-3 = Disloyal; 4-5 =Loyal; 6 = Very loyal. Cascade Comp E used a 1 to 5satisfaction scale; 1-3 = Disloyal; 4 = Loyal; 5 = Veryloyal. Oracle used a 1 to 10 satisfaction scale; 1-5 –Disloyal; 6-8 = Loyal; 9-10 = Very loyal.ACME provides consulting services, analytics solutions and customized products for financial companies.Comp A provides solutions that help healthcare providers automate key business processes.Comp B helps businesses monitor and optimize Storage Area Networks (SANs).Comp C provides security and data protection solutions.Comp D specializes in developing hardware systems and enterprise software products.Comp E provides solutions for precision electrical measurement and test of advanced semiconductor devices.
  32. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comPurchasing Loyalty0123456789100%10%20%30%40%50%60%70%80%90%100%ACME Company A Company BMeanPercentofRespondentsVery Loyal (ratings of 9 or 10) Loyal (ratings of 6-8) Disloyal (ratings of 0-5) MeanPurchase additional/different types of servicesACME provides consulting services, analytics solutions and customized products for financial companies.Comp A provides solutions that help healthcare providers automate key business processes.Comp B helps businesses monitor and optimize Storage Area Networks (SANs).
  33. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comRetention Loyalty*For this question, ratings are reverse coded to facilitate presentation: green indicates ratings of 0 thru 1 (highly unlikely to leave); yellow indicatesratings of 2 thru 4 (unlikely to leave); red indicates ratings of 5 thru 10.0123456789100%10%20%30%40%50%60%70%80%90%100%ACME Company AMeanPercentofRespondentsVery Loyal (ratings of 9 or 10) Loyal (ratings of 6-8) Disloyal (ratings of 0-5) MeanNot Leave / Stop Using*ACME provides consulting services, analytics solutions and customized products for financial companies.Comp A provides solutions that help healthcare providers automate key business processes.
  34. Copyright © 2011 Business Over Broadway · Bob E. Hayes, PhD · bob@businessoverbroadway.com · www.businessoverbroadway.comFor More InformationBob E. Hayes, Ph.D.Email: bob@businessoverbroadway.comWeb: www.businessoverbroadway.comBlog: www.businessoverbroadway.com/blogTwitter: www.twitter.com/bobehayes

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