Ipsos Loyalty are market leaders when it comes to helping clients optimise their customer experience programmes in order to maximise returns from customers - to find out how check out our credentials deck!!!

1. © 2015 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and
may not be disclosed or reproduced without the prior written consent of Ipsos.
INTRODUCING
IPSOS LOYALTY
Nigeria
2015

2. About Ipsos
Controlled and managed by research professionals.
Founded in France in 1975, Ipsos has pursued a strategy of growing
faster than the markets and its main competitors.
In October 2011, Ipsos completed the acquisition of Synovate. The
combination forms the world’s third largest market research company.
With offices in 84 countries, Ipsos offers a complete line of custom,
syndicated, omnibus, panel and online research products and services.
Ipsos has been listed on the Paris Stock Exchange since 1999.

3. Ipsos
Loyalty
Ipsos
Marketing
Ipsos
Observer
Ipsos
Public
Affairs
Ipsos
Connect
Customer satisfaction and building up
long-term relationships with
consumers
Market potential,
innovations &
market trends
Public opinion trends
and social research
Method and sampling
specialists
to efficiently carry out a
wide variety
of studies
The specialists in
Media and Brand
Expression Research
Our philosophy centers around the premise that it is only through specialisation that we can provide our
clients with the depth of expertise that they require to address their pressing business issues.
THE IPSOS DIFFERENCE
Unique Multi-specialist positioning through six brands

4. #1 in most
emerging
markets
including
China
Local language
loyalty experts
in 40+ markets
Publicly
traded on
Paris
Exchange16,000+
employees
With over 1,000
full time
customer loyalty
experts
#1 Customer
Loyalty Research
and Consulting
Firm
MARKET LEADERS: #1 in customer experience,
satisfaction, and loyalty in the world.
4
Loyalty dedicated offices Ipsos offices Ipsos conducts
research
Ipsos not active
Specialist financial expertise …
… coupled with practice experts
in Marketing, Loyalty,
Advertising/Brand, and Corporate

5. A FULL SERVICE AGENCY IN NIGERIA
Conduct Telephone research
for Various Banking clients
with both mass, affluent and
corporate clients
Full IVR Capabilities
PEOPLE ARE OUR
GREATEST ASSET
80+ permanent staff including Research, Project
Managers, Data Processing
Field contingent of over 600 staff
SMS: Interactive &
Ping Pong Surveys
Online: Unlimited capacity
Nationwide field force
500 Smartphones and
Tablets- +15 000 interviews
monthly including 5000 retail
audit
500 PAPI interviews monthly
focus rooms fully equipped
with viewing facilities in Lagos and
agreements in place with various hotels
and conference centes
We can interview anywhere in the country
In-house Qualitative recruitment
Ethnographies
600 mystery shops
twice per
Annum

6. WHY WE ARE DIFFERENT
6
THOUGHT LEADERS
The author of more loyalty books and
journal articles and winner of more
prestigious scientific awards for our
loyalty research than all other
comparable firms combined
TECHNOLOGY LEADERS
The integrator providing cutting edge
technologies including enterprise
feedback management, applied
behavioral economics, and Social Local
Mobile Commerce
MARKET LEADERS
The #1 firm with 1,100+ fully
dedicated loyalty specialists in
80+ markets in every region of
the world

7. 7
THOUGHT LEADERS
7

8. OUR PHILOSOPHY – WHAT MATTERS
8
RANK
MATTERS
more than the specific measure
or score level and relative
performance is mandatory for
true understanding
ACTION
MATTERS
and broad enterprise
involvement is the core of
customer centricity and
driving customer and
employee loyalty
LOYALTY
MATTERS
and is the source of long
term enterprise and
personal success

9. HOW THE WORLD WORKS
9
Competition
Employee
Customer
Value
Customer
BehaviorExperience
Attitude
ResultsAction

10. THE QUESTIONS WE HELP CLIENTS ANSWER
11
What are our customers
saying about us?
What is the ideal customer
experience?
How do we integrate
different sources of data for
complete understanding?
How are we performing
with customers overall?
How are we delivering each
experience?
How well are we complying
with our quality and
compliance standards?
How do we engage the
organisation to act?
How do we engage
employees?
How do we bring the voice
of the customer to the
heart of our enterprise?
CUSTOMER
UNDERSTANDING
PERFORMANCE
MANAGEMENT
ORGANISATIONAL
ALIGNMENT

11. WHAT CAN IPSOS LOYALTY OFFER YOU?
12
Ideal Customer Experience
Digital Voice
Big Data Analytics
Wallet Allocation Optimizer
Enterprise Feedback Management
Mystery Shopping
Employee Relationship Management
Loyalty Management Consulting
Reporting and Action Management
Proprietary, proven, leading edge tools
Customer Experience, Satisfaction and Loyalty Research and Consulting
PERFORMANCE
MANAGEMENT
ORGANISATIONAL
ALIGNMENT
CUSTOMER
UNDERSTANDING

12. OVERALL PHILOSOPHY!
Everything real time and full CRM integration!
Real time sample flow
Real time
reportingReal time data
back to CRM
… but all in accordance with readiness of individual touch points

13. What to survey?
How to invite?
How to survey?
Per tracker an online
reporting tool and e-mail
reports to all stakeholders
Branches
SMS, IVR,
E-mail
IVR
SMS
(Mobile) Online
New Products
E-mail, SMS
IVR
SMS
(Mobile) Online
Relationship
Managers
SMS, E-mail,
Invite Card
IVR
SMS
(Mobile) online
E-channels
E-mail,
Online slide-up
(Mobile) online
Contact Centre
IVR,
SMS
IVR
SMS
Website
Online slide-up,
E-mail
(Mobile) Online
Monthly evaluation
Quarterly:
• Dashboard
• Analysis
• Workshop
Monthly evaluation of study performance, interpretation of results and recommendations from Ipsos.
Quarterly management dashboard and on site workshop to discuss progress (scores, verbatims, benchmark, analysis) and set targets to achieve
best in class performance
IPSOS CAN ASSIST WITH MEASURING FEEDBACK FROM ALL
TOUCH POINTS
Financial services example

14. DATA CAPTURE AND REPORTING FOCUSED ON THE CUSTOMERS
NEED
mobile online SMS online IVR

15. 16 © 2015 Ipsos.
QUESTBACK: DASHBOARD & INFOGRAPHICS

16. 17 © 2015 Ipsos.
PORTFOLIO APPROACH
OUR GLOBAL OFFERING
ViewsCast
IVR data collection engine
Partnerships with
For selected programs only, as it requires
investment in training, knowledge-sharing
and hiring the right resources
CEMI-80% rule
A specifically designed offer that
targets the auto industry and BtB
Archway-80% rule
A specifically designed offer that
targets the financial services industry
Others
Localised platforms e.g. Czech,
Turkey, South Africa
Global Roll-Out, End2End
Good for approx. 70% of all EFM RFQs
(assuming CLF, TA, Mobile App, Ipsos-
serviced Dashboarding, Tiered Costing)

17. Paste co-
brand logo
here
Building a great customer experience through your
employees
Five steps to your employees delivering customer excellence
An example of what we just did for a Nigerian Bank
Our Unique Innovative approach to understand
bottlenecks faced by customer facing employees

18. A different approach – thinking beyond whether your employees are
engaged
Traditionally, employee research has tended to focus on building employee engagement. This is
undoubtedly important: it’s been regularly demonstrated that more engaged employees deliver a
better customer experience.
We would argue, however, that looking at engagement is necessary, but not sufficient. To deliver a
great customer experience, customer-facing employees also need to:
• Fully appreciate what an excellent experience looks like – from the customer’s point of view
• Be clear about what behaviours and attitudes they should express to deliver that great
experience
• Have the skills, resources and information needed to express those behaviours and attitudes
• Be supported consistently by the rest of the organisation to deliver the service that customers
want
• Have regular feedback on whether what they are doing is working: does it give the customer
what they expect?
We can help you address this – and help get your frontline and back office more aligned in giving
a great experience to your customers.

19. Step 1: do your frontline employees really know what your customers want?
Source: Ipsos Loyalty, Brazil
Research for a large healthcare insurance provider
Callcentrestaff
evaluationofwhat’s
importanttothe
customer
10
9
8
7
6
5
4
3
2
1
0
Call Centre provides
quick, updated info
Quality of attention
from doctor
Coverage of health
conditionsQuality of medical
centre environment
Operational:
authorisation
and invoicing
1
0
9
8
7
6
5
4
3
2
1
0
Customer evaluation of importance
Call centre staff over-estimate how important
these features are to the customer…
… while
underestimating
the importance of
these features
Our research shows frontline employees often misunderstand what
customers want: they place too much priority on some aspects of service,
and too little priority on others.
You need to close this gap – or your work to build staff engagement will just
mean they do the wrong thing more enthusiastically.
So the first step is
checking whether
your frontline staff
really understand
what customers
actually want.
By comparing your
employee and
customer data, we
can assess what gaps
you need to fix – to
make sure your
frontline really focus
on what matter to

20. Step 2: do your frontline staff know how to deliver what customers want?
Touchpoint 1 Touchpoint 2 Touchpoint 3
A customer journey
CUSTOMER PERSPECTIVE:
Are you collecting VoC data in a way that lets you corroborate this?
EMPLOYEE PERSPECTIVE:
How do employees behave at each touchpoint? Are they effective at delivering touchpoints
that result in a great customer experience?
Once it’s clear what customers want you to deliver, it’s also important to assess whether frontline staff have the skills, attitudes,
resources and information to deliver this effectively.
We recommend touchpoint analysis to assess this. Touchpoint research often focuses on the customer’s experience – be we
recommend also looking at the employee side of the touchpoint: what’s getting in the way of them delivering a great customer
experience? Is it skills, is it resources, is it not having the right information? Understanding this can give a clear focus on where you
need to act.

21. Step 3: does the back office support the frontline?
What’s the “ideal”
and what is the gap
between actual and
ideal experience?
Do they understand
what the customer
expect s, are they
committed to delivering
this and are they
supported by the
company to deliver?
Do they understand
what support the
frontline needs and are
they committed to
delivering this?
It’s also key to know whether the organisation supports the frontline effectively. Two key questions:
• Are there clear, consistent lines of accountability on what frontline staff have to deliver – or do staff feel
pulled in different directions by multiple stakeholders?
• Is the back office aligned behind supporting the frontline – do they provide the right information, resources
and support for the frontline to deliver excellence to their customers?
We recommend research with frontline staff to explore their experiences on these points, and also up the
management chain to understand any blockages to managing and supporting the frontline.

22. Nuffield Ladder of Interventions a good framework for intervention types…
Step 4: how to influence frontline behaviour
Once the back office is aligned behind supporting and managing the frontline consistently, it’s important to understand how you can
best influence your frontline so they consistently give great touchpoint experiences. Key points are:
• There is no silver bullet: it will require a range of complementary interventions
• You will need a different pattern of interventions for directly managed and independent outlets
We can work with you to assess what else you can do to influence frontline behaviour: what other actions could you take, how can
you best combine those actions? Again, this can give you key pointers on actions you can take to better align your employees with
your customer expectations.
Table of interventions

23. Step 5: track the impact in real-time
Capture data:
real-time,
ongoing
Intervene to
improve
service
Assess
impact
Refine
the
intervention
Real-time, in-the-moment
Enterprise Feedback Management techniques
allow you to track the difference your making
Whatever action you take to align employee
behaviours with customer expectations, it’s critical
to test whether your interventions are working:
• Does your back office support your frontline
better?
• Do your frontline consistently deliver an
improved, customer-centric service?
• Does the customer report a better experience as
a result?
Capturing real-time, in-the-moment feedback can
help you answer these questions, potentially down
to the level of the individual transaction.
This allows you to determine what’s working well,
and what’s working less well – and highlights how
you can continue to work through your employees
to deliver an ever-improving customer experience.
THE CONTINUAL
IMPROVEMENT
CYCLE

24. Delivering real-time tracking
• Real time tracking can be used in a variety of ways. As noted above, it can be used to drive continuous improvement of
employee-customer interactions. Equally it can be used to provide regular in-house tracking of employee sentiment –
allowing you to understand how employees are reacting to live issues and changes within the company. It can be
particularly powerful when linked to your communications strategy: are the comms from your senior team to employees
creating the reaction you intended?
• There are various ways to conduct real-time tracking, depending on what you want to achieve. It can work, for example,
through regular high-level survey, either online or via an app. We’d suggest tracking no more than five key metrics linked
to the key priorities in your people strategy.
• Alternatively, particularly if you are looking to drive changes in employee behaviour to improve the customer experience,
you might want to adopt a more sophisticated Enterprise Feedback Management approach
• Whatever approach you adopt, the findings can be presented through high-level, quick turnaround dashboard reports – to
give you an immediate picture of whether employees are on board with where you are looking to take them.
1
2
3
1
2
31
2
3
1
2
3
Real-time rolling survey
– eg online, or pop-up or
via an app
Dashboard reporting give
rapid high-level feedback

25. YOU CAN LEARN MORE
26
Some of the many items you will find:
ipsosloyalty
.com
Holds a wealth of Ipsos Loyalty
thought leadership, practical advice,
and case studies – ALL FREE OF CHARGE!
The Loyalty Pipeline
(our bimonthly newsletter)
Articles Case Studies Webinars White Papers Books

26. FOR MORE
INFORMATION
PLEASE CONTACT
ABIODUN OLAWALE - COLE
REGIONAL HEAD West Africa
– Ipsos loyalty
++2349094842925
Abiodun.olawale-
cole@ipsos.com