Customer Driven Transformation


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Leading organizations are increasingly launching major efforts to improve customer experience. Yet many of these organizations are finding these efforts to be challenging multi-year initiatives. To understand what it takes to be successful, we interviewed senior executives from 20 top multinational enterprises deeply engaged in leading customer driven transformation efforts. From these discussions we mapped out three critical directions that make the route to success shorter, faster, and more successful:

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Customer Driven Transformation

  1. 1. PointofviewCustomer DrivenTransformationMapping The Route to Success
  2. 2. C U S T O M E R D R I V E N T R A N S F O R M AT I O NLeaders on a JourneyLeading organizations are increasingly launching major shorter, faster, and more successful: 1) align customerefforts to improve customer experience. Yet many of these experience strategy with organizational DNA, 2) driveorganizations are finding these efforts to be challenging customer experience broadly across the organization, andmulti-year initiatives. To understand what it takes to be 3) maintain a bias for action during the five stages of thesuccessful, we interviewed senior executives from 20 top journey. These proven directions can benefit executives asNorth American enterprises deeply engaged in their own they guide their organizations along the path to customercustomer experience journeys. From these discussions we experience success and the business results that follow.mapped out three critical directions that make the journeyMapping the Route to SuccessThere is a customer experience journey. As organizationsprogress toward the goal of delivering the brandedcustomer experience, they go through broadly similarstages. These stages are defined by the mindset of thecustomer experience leaders and the challenges faced at About This Reportdifferent points in the journey. Those who have progressed Ipsos Loyalty conducted in-depthto advanced stages along the journey, however, look very telephone interviews with customersimilar not only in terms of mindset and challenges, but experience leaders from a variety ofalso from a broader perspective. They share similar leading organizations in North America.organizational structures, secure similar levels of executive We interviewed 25 customer experience leaders across 20 organizations. Weand organizational engagement, acquire similar knowledge attempted to gain a wide spectrum ofbases, and complete similar actions. Executives naturally participating organizations, with variedwonder how to most efficiently and effectively progress progress in their implementation of athrough the stages. It is clear that some organizations customer experience strategy. Wereach the advanced stages by following paths that are focused on three questions:shorter, quicker and more successful while others are 1. What does the customer experiencelonger, slower and less successful. Our research reveals that journey look like?distance, speed and success along the journey is a functionof three factors which provide direction: 1) aligning 2. What factors determine the length,customer experience strategy with organizational DNA, 2) speed and level of success on thedriving customer experience broadly across the journey?organization, and 3) maintaining a bias for action during 3. What specifically can be done alongthe five stages of the journey. the way to advance as far, as fast and as successfully as possible? Given the qualitative nature of this research report and relatively small sample sizes, it is important to note that these conclusions should be viewed as hypotheses, not facts. 2
  3. 3. C U S T O M E R D R I V E N T R A N S F O R M AT I O NThe first directive factor is the degree of alignment of thecustomer experience strategy with organizational DNA,including the customer orientation, the organizationalstructure, the history of growth, and the level of controlover the channels that deliver the customer experience.Understanding these characteristics helps to shapeexpectations about the journey and highlight any extrawork that may need to occur. However, these characteristicsalone do not lead to success or failure on the customerexperience journey.The second directive factor is driving the customerexperience broadly across the organization. This factorincludes the level and degree of leadership support andfocus, the existence of an impetus for change or “burningplatform”, and how the customer experience is beingapproached and rolled out to the organization. It isimportant to note that the driving force can changequickly. The loss of a CEO or senior champion can weakenthe driving force and decrease the strategic focus andsupport for the customer experience. On the other hand,a change in senior leadership that brings in greatercustomer-focus can boost the driving force.The third and final directive factor is maintaining a biasfor action during the five stages of the journey. If twocompanies rate equally on the first two factors, thecompany that ultimately progresses furthest, fastest andmost successfully will be the one that progresses steadily– quickly identifying and rectifying the many challengescommonly found in major customer experience programs.By modeling the decisions and actions that companies onthe journey have cited as keys to success, a company maymaintain momentum and drive the organization on themost effective path to success.In addition to providing a map for success based on thethree directive factors, we present numerous insightsabout the customer experience journey. These insightswere garnered from executives currently engaged inmajor customer experience management journeys oftheir own. With these directive factors and subsidiaryinsights, we believe organizations may improve thesuccess of launching or re-launching their own customerexperience journeys. 3
  4. 4. C U S T O M E R D R I V E N T R A N S F O R M AT I O NDETAILED FINDINGSThe detailed findings in this report are divided into twosections: the stages in the customer experience journeyand the directive factors that influence the journey.Based on similarities found in the mindset and challengesfaced by customer experience leaders, we identified fivestages. Note that all companies pursuing customerexperience management will progress through thesestages in some way, but how the stages are approached “It (our challenge) isand the time needed to move to the next one will vary. aligning everyone aroundThis variation is tied to the three directive factors. First, what we are trying to achievewe consider the five stages. with the customer experience,Stages on the Customer and ‘how will we know whenExperience Journey we get there.’ No one has aParticipating companies represented different points solid definition for it yet.”along the customer experience journey. Some companieshad just started the journey while others achievedadvanced stages in customer experience. Through cross-sectional analysis, we grouped similar customerexperience leader mindsets and challenges to form fivebroad stages. In practice, these stages are not completelylinear; a company does not fully complete stage 1 beforemoving onto stage 2 and so on. However, a company canprogress more efficiently by fully addressing thechallenges within each stage before proceeding.Stage 1: Securing EngagementIn stage 1 the customer experience leaders – whose roles For customer experience efforts being led by the CEO orare likely not formally defined - are seeking support and senior team, the stage is easier, but not a mere formality.engagement from the senior leadership team from a Significant effort is still required by the customerstrategic perspective. In other words, they are seeking the experience leaders to ensure broad and deep alignmentbuy-in and support for an overarching customer goal and on how to proceed with the customer experience effort.strategy. They are often competing for mindshare with Companies know they are ready to move to the nextother organizational priorities and managing internal stage when this level of alignment is achieved.perceptions of the customer experience, such as “it is toocomplex”,”it is outside our culture”, or “it is not my role”.In addition, they are seeking to define and secure fundingfor a customer measurement and management system. 4
  5. 5. C U S T O M E R D R I V E N T R A N S F O R M AT I O NStage 2: Developing Insight Stage 3: Driving ActionCompanies in stage 2 have progressed but are still early Companies in stage 3 have established a credible fact-in the journey. These customer experience leaders have base around the customer experience. In this stage,secured alignment and funding to move ahead with the customer experience leaders see the value of the fact-customer experience but lack a fully functioning customer base that has been created and are looking to share itmeasurement system and connections to the way broadly with the organization to get traction. They aredecisions are made. A limited fact-base around the attempting to move leaders beyond strategic buy-in andcustomer experience makes it difficult to convince people support to tactical buy-in and action. This is “where theto act differently. rubber meets the road” and where leaders begin to diverge. Some leaders quickly see the value and look forIn this stage, customer experience leaders are challenged support as they proceed while others decide to wait itto flesh out and implement a customer experience out. Based on this, customer experience leaders also facemeasurement system that addresses the needs of the the challenge of how best to deploy their scarce resourcesorganization. These are significant challenges as customer to manage the full gamut of stakeholders.experience leaders must balance the complexities andneeds of specific businesses and groups with the need for In this stage, once actions have been identified, customerstandardization at the corporate level. experience leaders also face the challenge of measuring the results of initiatives. They realize the need to proveOnce the measurement system is in place, customer the value to help maintain the momentum and help theexperience leaders strive to make the resulting data as organization stay focused but often struggle thinkingconsumable and actionable as possible for the through how to get it done. Companies know that theyorganization. This often entails feeding it into value are ready to move to the next stage when strategicpropositions, brand priorities, etc. Companies know they actions have been taken by multiple groups across theare ready to proceed when they have a robust customer organization and the needle has started to move on themeasurement system in place that is producing credible customer and surfacing critical improvement priorities aroundthe customer experience. At this point in the journey, many organizations take a step back to assess progress to date. This particularly applies in organizations where customer experience is not being led from the C-suite. These organizations begin asking questions such as, “Should we continue pursuing customer as a lead strategy or translate it into a supporting strategy?” Decisions made at this assessment point significantly impact the time and effort required in “Our number the final two stages. one challenge is the lack of a loyalty measurement system. I am not sure you know what to work on if you “We have good do not measure it.” momentum and good data, now how do we make traction in the organization?” 5
  6. 6. C U S T O M E R D R I V E N T R A N S F O R M AT I O NStage 4: Facilitating Embedment Stage 5: Capturing ValueCompanies in stage 4 are reaching advanced stages on the Companies in stage 5 have reached the advanced stagecustomer experience journey. They have traction in terms of the journey. They share similarities on several fronts,of driving action and showing progress in pockets of the which are not as evident in companies in early stages oforganization. The challenge of the customer experience the journey. Earlier stages show much higher variationleader now becomes broadening the reach of the customer across companies; stage 5 companies share a similarexperience across the organization and encouraging all customer experience focus, organizational structure,businesses and groups to take ownership for it. knowledge base, and infrastructure.In this stage, another challenge is getting senior executives First, in terms of focus, these companies have successfullyto continue promoting the importance of the customer driven customer into the center of the business. The seniorexperience to the ultimate success of the organization. executive team and broader organization see the proof thatThese companies have not fully made the customer part of the customer experience is critical to the success and valuethe way that the business is run. As a result, it is possible of the enterprise and as a result is a top priority. Theseto regress from higher stages without constant pressure companies hold customer data in high regard. In fact, it isfrom the organization to pursue change. on par with sales and operational data. Second, in terms of organizational structure, they centralize strategicCompanies know that they are ready to move to the final oversight of the customer experience measurement andstage in the customer experience journey when they have management in a small team. A small team is sufficient astransferred customer experience to the broader the heavy lifting on the customer experience is being doneorganization and have driven significant activity and by business units and functional teams.progress widely across the organization. Third, in terms of knowledge base, these companies have developed a deep knowledge base around the customer experience that includes securing regular feedback from various listening posts. These companies have a firm handle on how customer experience impacts the brand, customer behaviors, and financials. They are also well versed in segment needs and profitability. Finally, in terms of infrastructure, these companies have placed significant “There is no broad time and effort into leadership engagement and ownership (for the communications, training and tools, performance customer experience). management and compensation, and integration into That still needs to come.” business scorecards and reporting. They understand that infrastructure is necessary to keep the organization focused on the customer. Even though they are beginning to capture the value, these companies would say that the customer experience journey continues. They do not see it as a destination but push themselves to continue to evolve and move ahead. In this spirit, customer experience leaders in this stage still face several challenges. 6
  7. 7. C U S T O M E R D R I V E N T R A N S F O R M AT I O NOne ongoing challenge involves achieving consistency inthe customer experience across different businesses andgroups. How does the enterprise routinely deliver ahorizontally integrated customer experience with anorganization that operates through functional silos? It isthe classic problem of sub-optimization, where individualunits optimize their respective interactions withcustomers, but the experience as a whole from thecustomer’s point of view is far from ideal.Another challenge is finding the optimal level of customerexperience investment and performance. As the diagramto the left illustrates, the customer experience leaders inthis stage are trying to find the point that maximizesshareholder and customer value. Conceptually, this is easyto do. However, in practice, it is both a delicate anddifficult balance.Finally, customer experience leaders face the challenge ofhow to keep the momentum in customer experiencemanagement given the success to date. It requiresconstant attention to keep the organization striving forthe next level. This challenge is compounded in companies “One of our topthat experience significant employee turnover; the challenges is crossstruggle is tied to getting new employees to understandand believe in the customer experience focus and process functional alignment andthat has led and will lead to success. awareness. We fixate on the problem in one part of the process without recognizing the impact on the other side... people do not understand the downstream impact… my role is to see that at the top levels.” 7
  8. 8. C U S T O M E R D R I V E N T R A N S F O R M AT I O NSummary of the Five StagesThese five stages represent the key milestones along thecustomer experience journey. As companies advance,they must overcome different challenges at each stage.In this section, we painted a profile to show whatcustomer experience leaders think about and face indifferent stages. In the next section, we share insightsthat can help customer experience leaders propel theircompanies along their customer experience journeys.Distance, Speed and Success on theCustomer Experience JourneyParticipant responses consistently pointed to threedirective factors that dictate the distance, speed andsuccess on the customer experience journey – namely,aligning customer experience strategy with organizationalDNA, driving customer experience broadly across theorganization, and maintaining a bias for action during thefive stages of the journey. Companies who progress wellon all three directive factors will have a shorter, quickerand more successful trip to the advanced stages ofcustomer experience. Meanwhile, those who progresspoorly on one or more factors will have a longer, slowerand less successful journey. This section will go into detailon these three directive factors and explain why they playsuch a significant role in dictating the distance, speed andsuccess on the customer experience journey. 8
  9. 9. C U S T O M E R D R I V E N T R A N S F O R M AT I O NAligning Customer Strategy withOrganizational DNAThe first directive factor, the inherent DNA of a company,plays a large role in determining the distance, speed andsuccess of the customer experience journey. The researchshows that some companies are better positioned thanothers to pursue customer experience management. Thefour elements that comprise organizational DNA, asidentified in the research, include: a. Customer Orientation – The primary focus or c. Historic Growth Strategy – A company’s growth strategy of an organization lies on a continuum from history ranges from solely/primarily acquisition a strong internal focus on the company operations growth to solely/primarily organic growth. to a strong external focus on the customer. Companies who have grown primarily through Companies with a strong external focus on the organic means find themselves in a favorable customer tend to be in a more favorable position for position with fewer integration issues and cultural the customer experience journey since they are used challenges to impede the customer experience to thinking about the customer and using customer effort. data to make decisions. d. Control Over the Experience – The control over b. Organizational Structure – Structures range the customer experience ranges from partially from strong functional organizations to strong owned and managed to wholly owned and matrix organizations. Functional organizations managed. Companies who have direct ownership primarily work within functions while matrix and control of the customer experience are favorably organizations primarily work across functions. positioned as they do not need to work through the Companies who have a strong matrix structures additional complexity found in influencing third tend to be in a more favorable position for the party partners such as dealers, retailers, or customer experience journey since they are already independent agents. used to working horizontally. 9
  10. 10. C U S T O M E R D R I V E N T R A N S F O R M AT I O NDriving Customer ExperienceBroadly Across the OrganizationThe second directive factor is driving customer experiencebroadly across the organization. It represents how acompany got started on the customer journey and whatkeeps the company moving forward towards advancedstages of customer experience. The driving forceinfluences the difficulties a company will face along theway and how a company might approach each stage.Ipsos Loyalty uncovered four driving force elementsduring the course of the research: a. Leadership Focus – The leadership focus ranges c. Positioning – A company may launch customer from middle management driving the customer experience as an initiative or program, or may experience while top management is focused on pronounce customer experience as core to the delivering the numbers in the short term to top business. Companies that take the broader management driving the customer experience as a perspective tend to be in a more favorable position way to keep focus on the long-term. Companies as they are not constantly trying to fight perceptions who have top management focus around the that customer experience is an add on that is solely customer experience are in a favored position as owned by a single group, as is often the case when they more readily see and value the broad benefits seen more narrowly at the onset of the customer of being customer focused and are not constantly experience journey. being asked to justify the top and bottom line d. Scope – The scope of the customer experience impact of the customer strategy. work can vary from a targeted launch in part of the b. Burning Platform – This continuum ranges from business to a broad, organization-wide launch. complacency due to a widespread sense of Companies who launch the customer experience accomplishment to urgency around a widely more broadly may find more long-term success as recognized organizational need. Companies with a they can more quickly get the organization driving burning platform are better prepared for the journey horizontal solutions around the entire experience as as it takes minimal effort to convince the opposed to vertical solutions around part of it. organization that change needs to occur. A strong message of ‘getting back to basics around the customer’ may be sufficient. 10
  11. 11. C U S T O M E R D R I V E N T R A N S F O R M AT I O NMaintaining a Bias for ActionTo highlight the importance of keeping a bias for action talking them through it, they do have some helpfulto sustain momentum at each stage of the journey, we thoughts to shape your thinking and help you to reachhave organized keys to success and aligned them against others.” Companies also should get clarity on what thethe different stages. We have framed these keys to organization is trying to achieve with the customersuccess as actions that should be considered to transition strategy, like whether it is an incremental improvementmore quickly from one stage to the next one. or a culture shift. This clarity ensures there is no mismatch in expectations and that the customer experience isTo help transition from stage 1 to 2, customer experience approached in the proper way.leaders should get the organization to build support fromtop through middle management and leverage their Companies should ensure that the customer strategy iscross-functional expertise. One respondent noted, “You framed within the company’s DNA and business modelneed to have broad engagement in this (the customer and closely tied to the mission, vision, and goals. Mostexperience). It is not just sales, marketing, research, or organizations do not want to change who they are or howquality. It requires a lot of communication, and not mass they compete. They simply want to enhance theirPowerPoint decks. It has to be personal - here’s how it competitive advantages through a sharper focus on theaffects you. It is about quality communications. It is not customer experience. Finally, they should ensure a processabout mandates from on high, but deep conversations.” is created that covers all customer experienceHe went on to add, “It (engaging the organization) is measurement and management components needed tomostly just about rolling your sleeves up. There is fear of drive the desired change and dedicate resources to“what if they want to make changes to this?’ But by oversee its management. • Drive engagement and involvement from the top to middle management • Define the desired organizational end state around customer • Frame customer within the context of the broader organization • Define and fund a broad process around the customer experience 11
  12. 12. C U S T O M E R D R I V E N T R A N S F O R M AT I O NTo support movement from stage 2 to 3, companies To make customer data even more real, companiesshould implement a standardized, continuous, and looking to move to stage 3 should connect strategiccredible measurement system. Building the measurement customer measures to tactical operational measures thatsystem in this manner allows senior executives to get the front line relies on every day. Otherwise, it is oftenregular and comparable data across the organization difficult for front line employees to see how theywhile ensuring the front line buys in and gets behind contribute to the strategy without clear line of sight todriving the data. These companies should also go beyond the impact of front-line jobs on what the customerthe hard numbers to communicate the customer experiences. Finally, companies should strive toexperience to the broader organization. They can rely on incorporate customer metrics into dashboards at all levelscustomer videos, testimonials, etc. to highlight of the organizations. This allows the organization to getimprovement areas. One respondent noted, “It sounds into a rhythm or cadence around reviewing and actingminor, but being able to use media and show the agony upon the customer data. Dashboards also enable thepeople go through in trying to use our products was a organizational to keep the focus on the customerhuge key. It was enlightening to some who had never “top-of-mind.”seen it, and joyous to people who had always wanted tosee the customer feedback and never had a way to getit. We all want to develop products that people love!” • Implement a standardized, continuous, and credible measurement system • Go beyond the numbers to make the customer real for the organization • Connect customer and the associated fact-base firmly to the operations • Incorporate customer metrics into dashboards at all organization levels 12
  13. 13. C U S T O M E R D R I V E N T R A N S F O R M AT I O NTo move from stage 3 to 4, companies should supportand leverage emerging champions and encourage themto lead the way. Pockets of resistance will exist but thesechampions can help penetrate them. Companies alsoshould think about tackling improvements in layers andusing successes to build momentum for the future. Bigbets are rarely made out of the gate. Next, companiesshould make a commitment to initiative measurement toshow the impact. Particularly early on, the organizationneeds to see proof that the needle is moving as a resultof direct action. Finally, companies should link treatingcustomers differently to improved business outcomes.Creating and sharing success stories of even the smallestkind gives the customer experience movement energy andencourages people to take additional actions. Onerespondent noted, “If we can tell [the organization that]Mrs. Smith has 50% higher chance of repurchase basedon her loyalty to our company, that is powerful.” • Leverage champions across the organization • Stage improvement efforts by moving from fixing to enhancing innovation • Make a commitment to initiative measurement to show the impact • Link treating customers differently to improved business outcomes 13
  14. 14. C U S T O M E R D R I V E N T R A N S F O R M AT I O NTo move to “capturing value,” companies must Companies looking to move into stage 5 can create tiesacknowledge that successful employees in the old world to compensation to reinforce accountability andmay not necessary be successful in the new world of encourage the right behaviors and decisions. This link tocustomer experience. One respondent described having compensation is not always necessary, but is useful forthe right people as a bigger key than most might expect, organizations to consider in advanced stages. Finally,stating “This might sound fluffy, but you want to have companies must realize that employees are flooded withpeople in these jobs that don’t give up. And they take messages, and they will need to stay in front of theresponsibility for the experience.” Companies also need employees to keep customer experience realize that all employees – new and existing - need Ongoing communication from senior leaders is particularlydata, tools, and guidance to deliver the customer important for the organization to hear. Anotherexperience. One respondent noted that this is especially respondent noted that executives need to be reminded tocrucial in companies with high turnover. “We have a lot speak about the customer experience. “Your executivesof turnover in front line, up to 30%. We are always have to talk about it all the time! Executives will tell youeducating new people. Even with existing employees, you “of course it’s important.” But you have to SAY it! If youstill need to refresh their education. It is also about don’t, employees will cut costs without consideringcontinuing to make people familiar and comfortable with customers. If you do not talk about it, they will not makedelivering the customer experience.” the right decisions.” • Hire and retain employees who can thrive in the new world • Keep a constant focus on education • Solidify accountability around the customer via rewards and recognition • Drive communications from all levels in the organization 14
  15. 15. C U S T O M E R D R I V E N T R A N S F O R M AT I O NThroughout the journey, customer experience leaders are typically the groups most aligned with theshould maintain a bias for action by leveraging the senior organizational DNA. For example, in a companyleadership team to set the tone. High visibility and competing on product innovation, the centers of gravity‘walking the talk’ will make the road easier. As one are often the product development and manufacturingrespondent who had advanced to stage 5 reflected, “For areas. Some companies have kept this constantus, it’s been completely consistent and driven by the consideration by aligning the entire customer experienceposition our CEO has taken and publicly reinforced, saying organization, or at least customer experience members,‘we measure our success on these factors, and these will with the centers of gravity through formal or informalNOT change as long as I am working here!’” Companies reporting relationships.should also consider leveraging external expertise to Finally, despite the pressure to show short-term results,guide the customer experience journey. This can entail companies should realize that customer experience is ahiring experienced people and/or partnering with third- journey and not a project. It takes time to see the results,party experts. Companies cannot expect the capabilities so many companies tackle one thing at a time, show theto be found in-house if the customer experience has not value, and build on it. As one respondent shared, “Thehistorically been a focal point. key to success is persistence. It’s having an attitude of ‘weCompanies should also give constant consideration to the can do that,’ versus ‘that’s inconsistent with our policy.’‘centers of gravity’ in the organization. A center of gravity Successful programs have to do with always finding a wayowns significant budgets or influence and can act as the to get it done.”tipping point for the customer experience. These centers • Secure senior leadership sponsorship, support, and involvement • Leverage external expertise to help guide the customer journey • Keep focus and give attention to ‘centers of gravity’ in the organization • Stay the course and be persistent 15
  16. 16. C U S T O M E R D R I V E N T R A N S F O R M AT I O NSummary of the ThreeDirective FactorsThere are three directive factors that influence thedistance and speed of an individual company’s progressalong the customer experience journey. These factors are1) aligning customer experience strategy withorganizational DNA, 2) driving customer experiencebroadly across organization, and 3) maintaining a bias foraction during the five stages of the journey.It is imperative for executives to know how theirorganizations have progressed on these key directivefactors so they may better understand how long it will taketo move ahead and achieve success. We have outlined thesuccessful actions that can be taken at each stage of thejourney to facilitate advancement, as well as the keys tosuccess that can be applied throughout the journey.CONCLUSIONIpsos Loyalty designed this research to offer a broad,formative glimpse into the customer experience journey.Our intent was to create a starting point or a set ofworking hypotheses that could be explored in depth overtime within the customer experience leadershipcommunity. However, we also hope this research candeliver immediate value; organizations can apply theconcepts in this research to anticipate upcomingchallenges, recognize the factors that work for andagainst their organization, set proper expectations amongkey stakeholders, and ultimately get the broaderorganization aligned on the best path to brandedcustomer experience. 16
  17. 17. C U S T O M E R D R I V E N T R A N S F O R M AT I O NComparisons AcrossQuantitative QuestionsThe continuums below represent the responses to the We are sharing this information to enable companies toquantitative questions for companies in this research. compare themselves against all respondents and Stage 5They indicate: respondents to assess their progress. It can be used to • the mean scores for all respondents in our research identify gaps as companies try to move to the advanced stages on the customer experience journey. • the range of responses among all respondents • the scores for companies classified in stage 5 – i.e., companies with proven value capture. 17
  18. 18. C U S T O M E R D R I V E N T R A N S F O R M AT I O NAbout the Survey ParticipantsParticipants represent leading companies across industries. Company Name Company Description Agilent Leading manufacturer of scientific instruments and analysis equipment Technologies #1 supplier of electronic test and measurement products 2nd largest US personal lines insurer Allstate Sells auto, homeowners, property/casualty, and life insurance products in Canada and the US Leading and well-known maker of wood-clad windows and patio doors in the US Andersen Operates more than 100 Renewal by Andersen window replacement stores in 33 states Briggs and Largest manufacturer of air-cooled gas engines for use in lawn mowers and garden tillers Stratton Also manufactures portable generators, pressure washers, switches, welders, and other products 2nd largest distributor of pharmaceuticals and other medical supplies and equipment in the US Cardinal Health Largest of the company’s business segments is healthcare supply chain services Major provider of payroll processing and other human resources services Ceridian Participant for this research resides within the Canadian business Major U.S. financial service institution company operating over 400 branches in 6 states Compass Bank Offers services such as deposit accounts, credit cards, discount brokerage, and lease financing #1 direct-sale computer vendor providing computer products to consumer and enterprise markets Dell Offers products such as PCs, network servers, workstations, storage systems, and printers One of the world’s two largest makers of farm equipment Deere & Company Participant for this research resides within John Deere Credit Company The Regence Leading provider of health insurance and related services serving nearly 3 million members Group Operator of the largest group of Blue Cross Blue Shield companies in the northwest US 18
  19. 19. C U S T O M E R D R I V E N T R A N S F O R M AT I O NAbout the Survey ParticipantsParticipants represent leading companies across industries. Company Name Company Description Global leader in energy and petrochemicals who is active in more than 130 countries Shell Participant for this research resides within Shell Lubricants One of the world’s top consumer electronics firms Sony Participant in the research resides within the U.S. operations Fourth largest US bank operating some 3,400 branches in eastern and southern states Wachovia Other services include capital and wealth management and corporate banking #1 global appliance manufacturer and marketer Whirlpool Well-known brands under the Whirlpool umbrella include Whirlpool, KitchenAid, and Maytag Company A Major Canadian financial services company Company B Leading telecommunications provider Company C Major online university offering undergraduate and graduate degree programs Company D Large credit card issuer and financial services company Company E Large pharmaceutical distributor in the US Company F Leading health insurer and benefits company in the US 19
  20. 20. Contact To learn more, please contact: John Carroll, III Global Head, Customer Experience Ipsos Loyalty About Ipsos Loyalty Ipsos Loyalty is the global leader in customer experience, satisfaction and loyalty research with over 1,000 dedicated professionals located in over 40 countries around the world. Our creative solutions build strong relationships which lead to better results for our clients. This has made us the trusted advisor to the world’s leading businesses on all matters relating to measuring, modeling, and managing customer and employee relationships. For further information contact your local Ipsos office, details at: ©2012 Ipsos Loyalty. All rights reserved. 1 2 - 0 9 - 1 7