This document summarizes an article that explores the relationship between customer experiences with call centers and company profitability. The article presents research using data from Harding & Yorke's ERIC Program, which measures customer experience, and financial data from AMADEUS. The research found a strong relationship between certain dimensions of customer experience, as measured by ERIC, and company profitability, as measured by ROCE. The article concludes that investigating this relationship could help companies determine if their call center management is focused on the right attributes to improve profitability.
This study examines the Consumer Based Brand Equity (CBBE) and its drivers in
Pakistani Super Markets. It is quantitative study and uses correlational approach to
determine the relationship between variables. In this study two tests are executed in SPSS
to find out results; first factor analysis and then regression is applied to determine which
variable (equity drivers) has significant impact in building consumer based brand equity.
In order to collect primary information data is collected from sample size of 250 people
by using close ended questionnaire based on likert scale from different universities, super
markets and, who have readily access to a supermarket located in their vicinity in
Karachi. The results of factor analysis make factors of all 6 variables of which 5 were
independent Service Level, Product quality, Keeping Customers, Price, Layout) whereas
other one is dependent variable (consumer based brand equity), then regression analysis
results show that 4 of the independent variables have significant impact in building
consumer based brand equity (CBBE), whereas keeping customers has positive but
insignificant impact on CBBE. Furthermore, Consumer based brand equity and its drivers
should be studied in different sectors as well like service industry; research in those
sector will enable the researcher to determine how consumer based brand equity can be
built and maintained.
This study examines the Consumer Based Brand Equity (CBBE) and its drivers in
Pakistani Super Markets. It is quantitative study and uses correlational approach to
determine the relationship between variables. In this study two tests are executed in SPSS
to find out results; first factor analysis and then regression is applied to determine which
variable (equity drivers) has significant impact in building consumer based brand equity.
In order to collect primary information data is collected from sample size of 250 people
by using close ended questionnaire based on likert scale from different universities, super
markets and, who have readily access to a supermarket located in their vicinity in
Karachi. The results of factor analysis make factors of all 6 variables of which 5 were
independent Service Level, Product quality, Keeping Customers, Price, Layout) whereas
other one is dependent variable (consumer based brand equity), then regression analysis
results show that 4 of the independent variables have significant impact in building
consumer based brand equity (CBBE), whereas keeping customers has positive but
insignificant impact on CBBE. Furthermore, Consumer based brand equity and its drivers
should be studied in different sectors as well like service industry; research in those
sector will enable the researcher to determine how consumer based brand equity can be
built and maintained.
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
Many companies have determined that identifying perceptual gaps between customers\' evaluations of products and services and what employees think customers will say enables: targeted training and communication, employee involvement, incentive opportunities. Leading companies have made \'mirroring\' part of their DNA.
This is the summary of a webinar I delivered in November 2012 on Health Outcomes Liaisons and their roles in supporting managed care busines and ACO business.
Harris Interactive Src Making Loyalty Measurement RealMichael Lowenstein
Over the past 30 years, customer loyalty measurment has progressed beyond satisfaction, performance, and loyalty to the monetizing impact of customer bonding and advocacy.
As digital innovation blurs the lines between traditional sectors, TCS and Marketforce investigated how businesses delivering cutting-edge customer experience are raising the bar for all.
This report provides a pan-sector snapshot of current customer experience practice in Europe. We look at those sectors getting it right, why the rest are getting it wrong, and chart a course to customer-centric success through an holistic CX approach that will satisfy even the most high maintenance customer."
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
Many companies have determined that identifying perceptual gaps between customers\' evaluations of products and services and what employees think customers will say enables: targeted training and communication, employee involvement, incentive opportunities. Leading companies have made \'mirroring\' part of their DNA.
This is the summary of a webinar I delivered in November 2012 on Health Outcomes Liaisons and their roles in supporting managed care busines and ACO business.
Harris Interactive Src Making Loyalty Measurement RealMichael Lowenstein
Over the past 30 years, customer loyalty measurment has progressed beyond satisfaction, performance, and loyalty to the monetizing impact of customer bonding and advocacy.
As digital innovation blurs the lines between traditional sectors, TCS and Marketforce investigated how businesses delivering cutting-edge customer experience are raising the bar for all.
This report provides a pan-sector snapshot of current customer experience practice in Europe. We look at those sectors getting it right, why the rest are getting it wrong, and chart a course to customer-centric success through an holistic CX approach that will satisfy even the most high maintenance customer."
The Digital Enterprise Vol 5 - A Framework for TransformationStuart Lamb
We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
Comparativa entre el Decret 279/2006 de Drets i Deures dels alumnes, la Llei d'educació 12/2009 del 10 de Juliol i l'esborrany del Decret d'autonomia de centres educatius .../2010
4 overlooked key competencies in customer experience management for sustainable business results (white paper). See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
In the eyes of the customer, suppliers are only as good as their last transaction. That's why TELUS has made putting customers first its top corporate priority.
Delivering on the one-to-one promise is not a one-time exercise. It's an ongoing pursuit that is continuously measured and refined. Learn the ten critical success factors to cultivating profitable customer relationships. We share these with you as key benchmarks to any successful loyalty marketing program.
More CRM and Loyalty Marketing Resources
Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/
eBooks: http://www.customerinsightgroup.com/white-papers
Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops
Systematic New Loyalty Program Development: http://www.customerinsightgroup.com/systematic-new-loyalty-program
Pinterest: http://pinterest.com/engagekeepgrow/
Who is Customer Insight Group?
Customer Insight Group, Inc. leads the way in the evolution of how companies engage their customers, positively motivate them and earn their long-term loyalty. Our extensive client work is testimony to our depth of knowledge and ability to apply strategic insight and solutions to a wide variety of business objectives. Our team’s client experience includes: NHFA, Thomasville Furniture, The Maxim Group Carpet Franchise, Ashro, A&P, The Bon Ton, Crate & Barrel, Dick’s Sporting Goods, Edwin Watts Golf, GE Consumer Finance, Monroe and Main, Swiss Colony, Midnight Velvet, MySwingle.com, The Great Indoors, G.H. Bass, Golf Galaxy, Helzberg Diamonds, HSBC, Kohl’s, La-z-boy Furniture Franchise, MCI, Payless ShoeSource, Pier 1 Imports, Petco, Proflowers.com, Regis University, Ruby Tuesday, S&K Menswear, Sierra Trading Post, Stein Mart, Tommy Hilfiger, Ulta, as well as various other leading companies.
In October 2008, COLLOQUY conducted a consumer research survey designed to explore the
intersection of consumers who participate in Reward Programs and theirWord-of-Mouth (WOM)
activity regarding brands, Reward Programs and specific product categories.
Experience Radar 2013: Lessons from the US grocery industrySertus, LLC
With today’s shopper armed with mobile apps and virtual offers, and increasingly immersed in an interactive environment, success depends on just the right blend of self-service and helpful staff and understanding grocery shopper values to set the gold standard for customer experience across all industries.
Facing commoditization, grocery has turned to experience to grow their top lines and maintain margins, according to Experience Radar 2013: Lessons from the US Grocery Industry, one in a series of customer-centric reports that measures the experiences of about 6,000 US consumers across multiple industries.
The report defines the five behaviors companies can adopt to enhance customer experience and create value: make it fast, emotionalize shopping, balance high-tech with high touch, avoid spill and empower customers to make satisfying choices.