This joint study by mext and UMR is the 3rd annual Australian Bank Trust study. It benchmarks key customer engagement drivers, analyses the underlying causes and shows opportunities to build more trust with customers better.
For the full study please contact mext at info@mextconsulting.com
The presentation shows how to build and improve trust and creating brand trust to improve your organisational performance. Actively building trust can have an immediate effect. A small 20% increase in trust can mean a 400% improvement in customer attitude and behaviour.
Trust drives up to 80% of the Net Promoter Score (NPS), satisfaction and reputation. We are able to understand and manage this key driver with HuTrust®.
HuTrust® is scientifically robust, statistically sound and practically proven.
Presentation made by Stefan Grafe, HuTrust® developer and managing director at mext consulting.
This document summarizes a study that analyzed customer experiences during inbound sales calls to two companies. Mystery shoppers called each company and rated their trust in the company and described their expected experience before and after the call. For one company, trust declined after the call as the experience reinforced negative associations. For the other company, trust improved as the call added positive associations. The analysis identifies specific aspects of each experience that impacted the six drivers of trust in the HuTrust model. The findings can be used to immediately improve high trust customer experiences through process, training, and marketing changes.
HuTrust - The six drivers of reputation and trustmext Consulting
This document discusses trust and reputation. It introduces the six drivers of trust, which are stability, development, relationship, benefit, vision, and competence. These six drivers make up the HuTrust model, which dimensionalizes trust. The document explains how trust drives over 70% of reputation and outlines each of the six trust drivers. It shows how the HuTrust model can be used to understand what builds trust and reputation for an organization.
The great value of more Community Trust - How trust impacts community behavio...mext Consulting
The importance of trust in the local community.
Trust is clearly the key driver of community engagement, care and safety. This study looked at 4 critical community engagement areas:
Neighbour relations - How we engage with neighbours
Community support & safety – willingness to volunteer and report offences
Community prosperity – keeping local dollars local and willingness to recommend living in my area
Political support – voting and council support
For each item we compared the average against the answers of those that have low trust in the community vs those that highly trust.
Peppers & Rogers Group experts build on research on the state of consumer trust in the healthcare industry, giving you the tools to build trust at your own company. This presentation will reveal the elements of the trustability platform, and show you how to tie trust-based activity to ROI.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
The document discusses research on employee ambassadorship and its link to customer loyalty and business results. It presents a conceptual model showing that emotionally and rationally committed employees can become advocates who actively promote the brand, while disconnected employees may become saboteurs who negatively impact reputation. Research findings demonstrate strong correlations between employee commitment measures and customer loyalty/satisfaction ratings.
The Top 5 Realities Physicians Wish Recruiters KnewPracticeMatch
This document summarizes the results of a survey and panel discussion on physician job opportunities, onboarding programs, and retention programs. The survey received responses from MDLinx subscribers. A panel of three physicians in private practice discussed their experiences with job emails, onboarding, and retention. The survey found that nearly half of physicians expect to seek a new job within 5 years, with most willing to relocate. Onboarding programs are more common than formal orientations, and networking with colleagues is key for learning an organization's culture. Work-life balance, practice culture and family reasons were the major factors for physicians leaving within 3 years.
The presentation shows how to build and improve trust and creating brand trust to improve your organisational performance. Actively building trust can have an immediate effect. A small 20% increase in trust can mean a 400% improvement in customer attitude and behaviour.
Trust drives up to 80% of the Net Promoter Score (NPS), satisfaction and reputation. We are able to understand and manage this key driver with HuTrust®.
HuTrust® is scientifically robust, statistically sound and practically proven.
Presentation made by Stefan Grafe, HuTrust® developer and managing director at mext consulting.
This document summarizes a study that analyzed customer experiences during inbound sales calls to two companies. Mystery shoppers called each company and rated their trust in the company and described their expected experience before and after the call. For one company, trust declined after the call as the experience reinforced negative associations. For the other company, trust improved as the call added positive associations. The analysis identifies specific aspects of each experience that impacted the six drivers of trust in the HuTrust model. The findings can be used to immediately improve high trust customer experiences through process, training, and marketing changes.
HuTrust - The six drivers of reputation and trustmext Consulting
This document discusses trust and reputation. It introduces the six drivers of trust, which are stability, development, relationship, benefit, vision, and competence. These six drivers make up the HuTrust model, which dimensionalizes trust. The document explains how trust drives over 70% of reputation and outlines each of the six trust drivers. It shows how the HuTrust model can be used to understand what builds trust and reputation for an organization.
The great value of more Community Trust - How trust impacts community behavio...mext Consulting
The importance of trust in the local community.
Trust is clearly the key driver of community engagement, care and safety. This study looked at 4 critical community engagement areas:
Neighbour relations - How we engage with neighbours
Community support & safety – willingness to volunteer and report offences
Community prosperity – keeping local dollars local and willingness to recommend living in my area
Political support – voting and council support
For each item we compared the average against the answers of those that have low trust in the community vs those that highly trust.
Peppers & Rogers Group experts build on research on the state of consumer trust in the healthcare industry, giving you the tools to build trust at your own company. This presentation will reveal the elements of the trustability platform, and show you how to tie trust-based activity to ROI.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
The document discusses research on employee ambassadorship and its link to customer loyalty and business results. It presents a conceptual model showing that emotionally and rationally committed employees can become advocates who actively promote the brand, while disconnected employees may become saboteurs who negatively impact reputation. Research findings demonstrate strong correlations between employee commitment measures and customer loyalty/satisfaction ratings.
The Top 5 Realities Physicians Wish Recruiters KnewPracticeMatch
This document summarizes the results of a survey and panel discussion on physician job opportunities, onboarding programs, and retention programs. The survey received responses from MDLinx subscribers. A panel of three physicians in private practice discussed their experiences with job emails, onboarding, and retention. The survey found that nearly half of physicians expect to seek a new job within 5 years, with most willing to relocate. Onboarding programs are more common than formal orientations, and networking with colleagues is key for learning an organization's culture. Work-life balance, practice culture and family reasons were the major factors for physicians leaving within 3 years.
The Marketing to Moms Conference in Chicago from October 22-23, 2008 featured over 50 speakers discussing topics related to marketing to mothers. Some of the most prominent speakers included executives from Nickelodeon, American Baby Group, and About.com. Key discussions focused on understanding the needs of different types of mothers, including second-time moms, moms of special needs children, and grandmothers, as well as the importance of high-quality online content in reaching mothers. The conclusion was that while many companies aim to market to mothers, specific groups of mothers including those with special needs, second-time moms, and grandmothers are often overlooked.
Entra in relazione con chi decide davvero.
Presentazione di FattoreMamma, società di consulenza e servizi di marketing e comunicazione per le aziende che si rivolgono alle mamme.
FattoreMamma (Facteur Maman)est une agence en Italie spécialisée dans la communication et le marketing AVEC les mamans. FattoreMamma depuis 2008 travaille in particulier avec les mamans blogueuses pour mettre en relation de manière positive les entreprises et les mamans.
FattoreMamma - Le Mamme e La Rete in Italia - Comportamenti, abitudini e util...FattoreMamma Srl
I risultati di una ricerca di FattoreMamma e GNResearch relativa all’adozione, alla percezione e all’utilizzo di smartphone e tablet da parte delle mamme Italiane. I dati sono stati raccolti nel febbraio 2015.
WHAT’S ON THE MENU IN 2017: Global Food and Beverage TrendsEdelman
Look ahead to what’s next for food and drink around the world, and what it means for consumers and brands.
Prepared by Edelman's Global Food and Beverage sector.
La nuova ricerca di FattoreMamma in collaborazione con 2B Research.
Come le mamme italiane usano la tecnologia, quali
device preferiscono, quali sono i social più seguiti e perché, quanto fanno acquisti online e seguono i brand sui social?
There is no magic formula to building trust among food and beverage industry stakeholders, but there are actions individual companies and organizations can take to establish and maintain trust in this environment. This year, Edelman’s 2016 TRUST BAROMETER offers a five-step recipe for increasing trust levels in food and beverage.
Safety Factor: sicurezza in rete e uso dei social network con i nostri ragazziFattoreMamma Srl
Come possiamo noi genitori aiutare i ragazzi a utilizzare la rete e i social network in modo sicuro? Una serie di consigli e suggerimenti per genitori che vogliono accompagnare i loro figli su Internet
This document provides a summary of a film about different types of mothers and their relationships with their children. It describes 5 sequences that portray a protective mother, a detail-oriented mother, a resilient mother, a playful mother who enjoys activities like the rain with her child, and a mother who bonds with her daughter over ice cream. It concludes by showing how all the mothers want the best for their babies and introduces a new laundry detergent product as being best for cleaning and protecting babies' clothes.
FattoreMamma is an Italian agency that specializes in marketing and communications targeting mothers. It connects brands with influential "blogger mothers" and runs various online and offline events. The document provides details on FattoreMamma's services, which include managing social media pages, running sponsored posts and product reviews on mother blogs, organizing competitions and events, and creating company blogs and special marketing projects tailored for reaching mothers.
Presentazione dell'approccio di FattoreMamma agli eventi e delle soluzioni per valorizzare gli eventi dei clienti. Piano degli eventi FattoreMamma 2017
GraphConnect Europe 2016 - Building Consumer Trust through Transparency, Comp...Neo4j
This document discusses building consumer trust in the food industry through transparency, compliance, and sustainability. It notes that the average cost of a food recall is $10 million due to brand damage and lost sales. The document then examines how providing more information to consumers about supply chains, ingredients, and certifications can increase consumer trust and drive sales. It presents the technical challenges of managing multi-tier supply chain data and demonstrates a graph database solution for mapping complex supplier relationships and enabling traceability. The key drivers for improving consumer trust are identified as quality, information, compliance, and transparency.
Safety Factor: sicurezza in rete e uso dei social networkFattoreMamma Srl
E tu ce l'hai il Safety Factor? Il fattore che ti permetterà di essere vincente in rete, utilizzandola in modo sicuro? Suggerimenti e consigli per i ragazzi su come si usa la rete in modo sicuro e su come utilizzare i social network in sicurezza
This document presents a summary of a talk given by Michael Lowenstein on revisiting the focus of customer research and linking customer behavior and brand perception to business outcomes. It discusses how customer advocacy research can provide insights to improve business metrics like revenue, market share, and customer retention. The document outlines Market Probe's advocacy framework which segments customers into advocates, allegiant, ambivalent and alienated groups based on their brand support and influence. It also shows how improving customer experiences can help shift more customers into the advocate category and positively impact key metrics.
Feedback from stakeholders regarding problems of service delivery is collated and analysed according to categories.
• Reasons for and sources of client dissatisfaction are described using case studies.
• The nature of problems, needs and expectations of clients is analysed using case studies.
• Existing service delivery standards/levels are identified and described according to relevant organisational policy.
• Measures to rectify service delivery failures are identified and described with examples.
• Plans for the improvement of service delivery are devised and necessary resources are allocated according to departmental/organizational policies and procedures.
The Marketing to Moms Conference in Chicago from October 22-23, 2008 featured over 50 speakers discussing topics related to marketing to mothers. Some of the most prominent speakers included executives from Nickelodeon, American Baby Group, and About.com. Key discussions focused on understanding the needs of different types of mothers, including second-time moms, moms of special needs children, and grandmothers, as well as the importance of high-quality online content in reaching mothers. The conclusion was that while many companies aim to market to mothers, specific groups of mothers including those with special needs, second-time moms, and grandmothers are often overlooked.
Entra in relazione con chi decide davvero.
Presentazione di FattoreMamma, società di consulenza e servizi di marketing e comunicazione per le aziende che si rivolgono alle mamme.
FattoreMamma (Facteur Maman)est une agence en Italie spécialisée dans la communication et le marketing AVEC les mamans. FattoreMamma depuis 2008 travaille in particulier avec les mamans blogueuses pour mettre en relation de manière positive les entreprises et les mamans.
FattoreMamma - Le Mamme e La Rete in Italia - Comportamenti, abitudini e util...FattoreMamma Srl
I risultati di una ricerca di FattoreMamma e GNResearch relativa all’adozione, alla percezione e all’utilizzo di smartphone e tablet da parte delle mamme Italiane. I dati sono stati raccolti nel febbraio 2015.
WHAT’S ON THE MENU IN 2017: Global Food and Beverage TrendsEdelman
Look ahead to what’s next for food and drink around the world, and what it means for consumers and brands.
Prepared by Edelman's Global Food and Beverage sector.
La nuova ricerca di FattoreMamma in collaborazione con 2B Research.
Come le mamme italiane usano la tecnologia, quali
device preferiscono, quali sono i social più seguiti e perché, quanto fanno acquisti online e seguono i brand sui social?
There is no magic formula to building trust among food and beverage industry stakeholders, but there are actions individual companies and organizations can take to establish and maintain trust in this environment. This year, Edelman’s 2016 TRUST BAROMETER offers a five-step recipe for increasing trust levels in food and beverage.
Safety Factor: sicurezza in rete e uso dei social network con i nostri ragazziFattoreMamma Srl
Come possiamo noi genitori aiutare i ragazzi a utilizzare la rete e i social network in modo sicuro? Una serie di consigli e suggerimenti per genitori che vogliono accompagnare i loro figli su Internet
This document provides a summary of a film about different types of mothers and their relationships with their children. It describes 5 sequences that portray a protective mother, a detail-oriented mother, a resilient mother, a playful mother who enjoys activities like the rain with her child, and a mother who bonds with her daughter over ice cream. It concludes by showing how all the mothers want the best for their babies and introduces a new laundry detergent product as being best for cleaning and protecting babies' clothes.
FattoreMamma is an Italian agency that specializes in marketing and communications targeting mothers. It connects brands with influential "blogger mothers" and runs various online and offline events. The document provides details on FattoreMamma's services, which include managing social media pages, running sponsored posts and product reviews on mother blogs, organizing competitions and events, and creating company blogs and special marketing projects tailored for reaching mothers.
Presentazione dell'approccio di FattoreMamma agli eventi e delle soluzioni per valorizzare gli eventi dei clienti. Piano degli eventi FattoreMamma 2017
GraphConnect Europe 2016 - Building Consumer Trust through Transparency, Comp...Neo4j
This document discusses building consumer trust in the food industry through transparency, compliance, and sustainability. It notes that the average cost of a food recall is $10 million due to brand damage and lost sales. The document then examines how providing more information to consumers about supply chains, ingredients, and certifications can increase consumer trust and drive sales. It presents the technical challenges of managing multi-tier supply chain data and demonstrates a graph database solution for mapping complex supplier relationships and enabling traceability. The key drivers for improving consumer trust are identified as quality, information, compliance, and transparency.
Safety Factor: sicurezza in rete e uso dei social networkFattoreMamma Srl
E tu ce l'hai il Safety Factor? Il fattore che ti permetterà di essere vincente in rete, utilizzandola in modo sicuro? Suggerimenti e consigli per i ragazzi su come si usa la rete in modo sicuro e su come utilizzare i social network in sicurezza
This document presents a summary of a talk given by Michael Lowenstein on revisiting the focus of customer research and linking customer behavior and brand perception to business outcomes. It discusses how customer advocacy research can provide insights to improve business metrics like revenue, market share, and customer retention. The document outlines Market Probe's advocacy framework which segments customers into advocates, allegiant, ambivalent and alienated groups based on their brand support and influence. It also shows how improving customer experiences can help shift more customers into the advocate category and positively impact key metrics.
Feedback from stakeholders regarding problems of service delivery is collated and analysed according to categories.
• Reasons for and sources of client dissatisfaction are described using case studies.
• The nature of problems, needs and expectations of clients is analysed using case studies.
• Existing service delivery standards/levels are identified and described according to relevant organisational policy.
• Measures to rectify service delivery failures are identified and described with examples.
• Plans for the improvement of service delivery are devised and necessary resources are allocated according to departmental/organizational policies and procedures.
Employee Engagement Webinar - February 2014 - Beyond PhilosophyBeyondPhilosophyUSA
This document discusses the importance of customer-centricity and employee engagement for organizations. It argues that customer loyalty is at growing risk due to rising expectations, lack of personalization, and focus on transactions rather than overall experience. To address this, companies need to better understand customer needs, make employees and customers their top priority, and focus on the emotional aspects of customer experience and value delivery through their people. The document provides examples of customer-centric companies and outlines approaches to measuring employee attitudes, engagement, and ambassadorship to improve customer loyalty.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Edelman's Lynnette Edmond presents 'Exclusive Research: The critical factors for communications success in the age of misinformation at Mumbrella CommsCon 2022
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with eighteen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Brand Loyalty Measurement Framework Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
The document discusses building a customer-focused organization and how customer satisfaction drives profits. It provides strategies for understanding customer needs through voice of the customer programs, measuring customer performance metrics, training employees, and handling complaints to increase customer retention and loyalty. Customer relationship management programs use customer databases and data mining to personalize interactions and improve relationships over time. While requiring significant investment, CRM can provide a competitive advantage when properly implemented based on a customer strategy.
Customer insight presentation s houston - boston march 2014Stuart Houston
The document discusses unlocking customer insights to drive business growth. It notes that only 28% of companies provide a good or excellent customer experience. It then provides examples of using customer data and analytics to increase revenue and profitability, expand product offerings, and enhance the customer experience. Specific use cases discussed include measuring risk-adjusted performance, aligning with customer life stages, implementing propensity modeling, and ensuring accurate corporate client profiles. The document concludes by discussing considerations for delivering effective, timely customer insights across the enterprise.
Buddy Callaway is seeking a sales position and has over 10 years of sales experience, including positions at Dex Media, Safe Haven Security, Black Jack Tire Repair, and Nissan dealerships. He has a track record of exceeding sales quotas and maintaining high customer satisfaction scores. Buddy has strong communication, organization, and problem-solving skills and is passionate about meeting client needs and delivering results.
The document discusses the business case for employer branding. It outlines how a strong employer brand can increase the quality of candidates, reduce costs per hire, and improve retention. It also discusses how today's job seekers extensively research company reputations online and prioritize culture fit. The presentation recommends that companies measure their brand awareness, reputation, and engagement; tell their authentic story across reviews sites and social media; and embrace transparency to improve their employer value proposition. Developing a strategic action plan and understanding the ROI of employer branding are emphasized.
Brand loyalty management is important given the enormous investments and impact on the bottom line taking into account the fact that generating new brand users costs 6-10 more than keeping existing brand users. In contexts where brands need to be supported heavily by employees / people (service, B2B, ...), big negative impact of employee turnover on customer brand loyalty. Short-term oriented vision hampers development of customer brand loyalty (e.g. focus on sales figures of current quarter).
Can launch passengers be loyal customerEnamul Islam
The report examines whether launch passengers can be loyal customers. Data was collected through a survey of launch passengers of various ages, occupations, and lengths of using launches. Respondents' opinions on statements regarding affective loyalty, behavioral loyalty, cognitive loyalty, transaction satisfaction, product satisfaction, trust, and commitment were analyzed. Key findings include: 1) While passengers are not exclusively loyal to one brand, many prefer stability and dislike frequent switching; 2) Transaction and product satisfaction influence loyalty; 3) Trust and a sense of belonging also contribute to passengers' commitment to rely on favorite launches long-term. In conclusion, developing emotional connections and meeting customers' needs enhances the likelihood of gaining loyal launch passengers.
This document discusses seven factors that can build extreme customer loyalty: 1) Emotional Dependence, 2) Structural Dependence, 3) Business Dependence, 4) Satisfaction, 5) Performance, 6) Economic Value Proposition, and 7) Alignment and Fit. It provides examples for each factor and suggestions on how organizations can create dependence and loyalty for customers in relation to each factor. The document is published by Profiles International and authored by experts in customer loyalty.
This document is a project report submitted by Mote Dipak Ashok for their Bachelor of Business Administration degree. The report examines customer satisfaction with Honda bikes at Apollo Enterprises in Ahmednagar, India. The report includes an introduction, objectives, methodology, data analysis, findings, and conclusions. It was conducted under the supervision of Prof. Liyakat Sayyad to fulfill the requirements for a BBA degree from Arts, Commerce and Science College Sonai.
This document discusses measuring customer experience metrics and their ability to demonstrate return on investment. It provides an overview of various customer experience measurement approaches such as customer satisfaction indices, net promoter score, and customer advocacy/bonding. Customer advocacy/bonding measures both rational and emotional customer attitudes toward a brand as well as downstream communication behaviors. It is seen as a contemporary approach to understand customer loyalty and business performance. Experts agree that customer advocacy has the power to boost a company's reputation through unpaid customer marketing if advocates are mobilized, listened to, and engaged.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
1. Net
promoter
score,
NPS,
brand
trust,
customer
sa3sfac3on,
customer
experience,
trust,
trust
drivers,
customer
trust,
financial
services
trust,
vertrauen,
Bank
Vertrauen,
Markenvertrauen,
Kundenbindung,
Kundenvertrauen
Growing customer value in
Financial Services:
UMR/mext 2013 Australian Bank HuTrust® Study.
2. The 2013 UMR/mext Bank trust study is a continuation of
the 2011 and 2012 studies by mext and AOR.
Trust being the key driver of choice, advocacy and loyalty,
the study looks at the levels of trust in the Big 4 banks as
an indicator of their performance.
Beyond measuring trust as a key indicator, HuTrust® is
used to analyse the ‘what the banks are trusted for – and
what not’.
Further, HuTrust® identifies for each bank which trust
drivers are most important to their brand.
The UMR/mext HuTrust® study was conducted in July 2013
with an adult representative sample of the Australian
population.
For more information, please contact
Australia Stefan.grafe@mextconsulting.com
Matt@umr.com.au
Asia Laurenz.koehler@duxtonconsulting.com
Europe Christina.eisenschmid@psyma.com
part
of
the
Asia
Pacific
mext/duxton
group
About the study
3. ˃ The bank’s customers have trust in their own bank, albeit
at a low level. For Westpac, on average, this has fallen to
trust neutral.
˃ Non customers distrust the banks they are not customer
with (except Bendigo, which just makes trust neutral
status).
˃ CBA improved trust in all dimensions and appears to
separate from the pack.
˃ NAB improved trust overall slightly.
˃ ANZ lost trust in all dimensions except stability trust.
˃ Westpac lost ground in all trust dimensions.
˃ Bendigo Bank is recovering from a trust slump in 2012.
˃ The most effective drivers of trust for each bank have
shifted slightly from 2012.
part
of
the
Asia
Pacific
mext/duxton
group
Executive summary
4. 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0
1
2
3
4
5
6
7
8
9
10
Trust
Score
Likelihood
to
recommend
Feel
connected
to
Go
out
of
my
way
to
buy
a
specific
brand/
product
0
1
2
3
4
5
6
7
8
9
10
Distrust
No
trust
Low
trust
High
trust
avg
customers
avg
non
customers
Trust is the root cause of your customer’s behaviour.
The more your customer can trust you, the more business they want do with you.
A 20% improvement in trust can mean 400% improved customer predisposition.
Score Meaning Behaviour examples
0-4 Distrust Will recommend against, complain a lot,
actively work against
5-6 Neutral
(don’t trust &
don’t distrust)
Sit on the fence. Would switch readily if
there is an alternative. Spread products.
Don’t commit. Question, are critical, but
somewhat open to listen.
7-8 Low level
of trust
Functionally satisfied. Open to listen and
slightly positive in their outlook. Still
look around and compare. Still spread
some products.
9-10 High trust Committed. Don’t look around, have
most products with one provider. Very
open to contact and suggestions. Will
proactively ask.
The Trust Effect
part
of
the
Asia
Pacific
mext/duxton
group
The methodology
6. 4
5
6
7
8
ANZ
CBA
NAB
Westpac
Bendigo
Average
trust
score
Bank
Trust
2013
customers
vs.
non-‐customers
Customers
Non-‐customers
Each bank performs
significantly better with own
customers. Except for
Westpac, on average, all
banks have low trust with their
customers.
Westpac, on average is not
trusted by its customers.
Non customers distrust the
other banks (except Bendigo
Bank, who score just above
distrust in neutral/no trust).
This inhibits customer
acquisition, but equally
customer defection.
part
of
the
Asia
Pacific
mext/duxton
group
Each bank’s customers vs. non customers
7. 4
5
6
7
8
ANZ
CBA
NAB
Westpac
Bendigo
Average
trust
score
Bank
Trust
Comparison
Trust
2013
Trust
2012
Trust
2011
Base:
all
customers
With their own customers, CBA
and NAB have made
continuous gains over the last
3 years. Bendigo Bank
appears to recover from a trust
slump in 2012. Westpac,
however, appears to loose
trust.
part
of
the
Asia
Pacific
mext/duxton
group
2012 to 2013 comparison
8. 3
4
5
6
7
8
9
ANZ
CBA
NAB
Westpac
Bendigo
Average
trust
score
Bank
Trust
2013
Base:
all
respondents
65+
yo
55-‐64
yo
25-‐54
yo
15-‐24
yo
Base:
all
respondents
CBA performs significantly better
with the critical under 25 target
audience, but loose that
advantage with the 25-54 year old
group.
part
of
the
Asia
Pacific
mext/duxton
group
Trust by age group
9. Understanding and managing trust by profiling the
bank’s trust strengths and weaknesses with the 6
dimensions of trust.
Summary outcome:
Except for Bendigo Bank, the bank’s own customers
only trust for a maximum of 3 out of 6 trust drivers.
HuTrust® dimensionalises trust into its 6 drivers.
§ Psychologically correct
§ Statistically proven
§ Practically proven to help increase trust and
actual performance typically by over 30%
www.hutrust.com
HuTrust® is trademark of ifm in depth research and strategies and Stefan Grafe. The HuTrust® Model, its facets, descriptors and statements are copyright ifm in depth research and strategies and may not be used, reproduced or stored in any medium unless
expressly permitted by ifm. HuTrust® is applied in Brand trust development, Customer experience & value proposition development, Sales and Business Development Performance & Training, Employer branding & Employee engagement, Manager Coaching &
Leadership training, transformation and change management and corporate affairs & PR. All images copyright Istockphotos and used under license by ifm & mext.
Whenever customers
interact with you or think
of you, they assess you
against these 6 drivers of
trust.
part
of
the
Asia
Pacific
mext/duxton
group
HuTrust® Profile SWOT.
10. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
ANZ
HuTrust®
Profiles
2012
vs.
2013
Base:
all
customers
2013
2012
ANZ has lost significant ground in
benefit trust.
part
of
the
Asia
Pacific
mext/duxton
group
ANZ HuTrust® Profile 2012 vs. 2013 – own customers
11. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
CBA
HuTrust®
Profiles
2012
vs.
2013
Base:
all
customers
2013
2012
CBA has improved its performance
slightly in all HuTrust® Facets,
except benefit trust. This explains
the overall increase in trust in CBA.
part
of
the
Asia
Pacific
mext/duxton
group
CBA HuTrust® Profile 2012 vs. 2013 – own customers
12. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
NAB
HuTrust®
Profiles
2012
vs.
2013
Base:
all
customers
2013
2012
NAB has improved in all HuTrust®
Facets, but lost ground in benefit
trust.
part
of
the
Asia
Pacific
mext/duxton
group
NAB HuTrust® Profile 2012 vs. 2013 – own customers
13. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
Westpac
HuTrust®
Profiles
2012
vs.
2013
Base:
all
customers
2013
2012
While Westpac has gained slightly in
Stability trust, it has lost ground in all
other trust areas, explaining the overall
loss of trust.
part
of
the
Asia
Pacific
mext/duxton
group
Westpac HuTrust® Profile 2012 vs. 2013 – own customers
14. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
Bendigo
HuTrust®
Profiles
2012
vs.
2013
Base:
all
customers
2013
2012
For
Bendigo
customers
N
<
100,
therefore
only
indica3ve
part
of
the
Asia
Pacific
mext/duxton
group
Bendigo HuTrust® Profile 2012 vs. 2013 – own customers
15. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
ANZ
HuTrust®
Profiles
Customers
vs.
Non-‐customers
Customers
Non-‐customers
part
of
the
Asia
Pacific
mext/duxton
group
ANZ HuTrust® Profile – Customers vs. non-customers
16. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
CBA
HuTrust®
Profiles
Customers
vs.
Non-‐customers
Customers
Non-‐customers
part
of
the
Asia
Pacific
mext/duxton
group
CBA HuTrust® Profile – Customers vs. non-customers
17. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
NAB
HuTrust®
Profiles
Customers
vs.
Non-‐customers
Customers
Non-‐customers
part
of
the
Asia
Pacific
mext/duxton
group
NAB HuTrust® Profile – Customers vs. non-customers
18. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
Westpac
HuTrust®
Profiles
Customers
vs.
Non-‐customers
Customers
Non-‐customers
part
of
the
Asia
Pacific
mext/duxton
group
Westpac HuTrust® Profile – Customers vs. non-customers
19. 2
3
4
5
6
7
8
Stability
Development
Rela3onship
Benefit
Vision
Competence
Average
score
Bendigo
HuTrust®
Profiles
Customers
vs.
Non-‐customers
Customers
Non-‐customers
part
of
the
Asia
Pacific
mext/duxton
group
Bendigo HuTrust® Profile – Customers vs. non-customers
20. Base:
all
respondents
What drives each bank’s trust?!
The facets of the HuTrust® model are equally
important. Each facet contributes 16.67%.
Depending on brand and context the drivers of trust
can differ.
The driver analysis tells us which of the HuTrust®
facets are more important than others in the brand
and social/economic context.
The HuTrust® facets are proven to account for 70%
of satisfaction and propensity to recommend (NPS).
part
of
the
Asia
Pacific
mext/duxton
group
HuTrust® Drivers
21. 7%
10%
13%
16%
19%
22%
25%
Stability
Development
Rela3onship
Benefit
Vision
Competence
HuTrust®
Drivers
2013
Base:
all
respondents
ANZ
CBA
NAB
Westpac
Bendigo
While the HuTrust® Profiles for the banks
look very similar, the driver analysis shows
significant differences in what drives trust for
each bank.
This shows what trust building areas to focus
on most.
part
of
the
Asia
Pacific
mext/duxton
group
HuTrust® Drivers
22. 7%
10%
13%
16%
19%
22%
25%
28%
Stability
Development
Rela3onship
Benefit
Vision
Competence
CBA
HuTrust
Drivers
Base:
all
customers
2013
2012
2011
What customers want to trust for most changes
over time with
- Brand situation
- Societal shifts
- Economic shifts
In this example, CBA should focus on
understanding what relationship trust means to
their customers and build this trust facet. It also
shows that CBA should focus on building its
weakest HuTrust Facet, ‘trust in an appealing
vision’.
part
of
the
Asia
Pacific
mext/duxton
group
CBA HuTrust® Drivers 2011 vs. 2012 vs. 2013
23. Duxton
ConsulNng
Singapore
Email:
laurenz.koehler@duxton
consul3ng.com
Address:
26
Duxton
Rd.
Singapore
089490
Phone:
+65
6323
3340
ChrisNna
Eisenschmid
Email:
chris3na.eisenschmid@psyma.com
Address:
Nymphenburger
Str.
14
80335
Munich
Phone+49
(0)
89
20209610
Concerto
MarkeNng
Suite
250
–
128
Has3ngs
St.
West
Vancouver,
BC
V6B
1G8
t:
604-‐684-‐8933
f:
604-‐684-‐8934
Who
Group
Australia
M.Dudley
Email:
md@whogroup.com
Level
2,
1
Southbank
Blvd
Southbank
VIC
3006
03
8636
4000
Tred
InternaNonal
Adam
Thorp,
Director
Mobile:
0417
584
599
Phone:
02
9300
6439
www.tredinterna3onal.com
Email:
info@tredinterna3onal.com
Global
contact:
mext
ConsulNng
Australia
Stefan
Grafe,
Managing
Partner
&
HuTrust®
Developer
Stefan.grafe@mextconsul3ng.com
165
Cremorne
Street
Richmond
VIC
3122
+61
3
94285417
For further information and
HuTrust® usage, please
contact: