According to "Captains of Industry", an annual survey of more than 100 of the most senior figures in top UK companies, 85% of business leaders do not rate their organisations highly in terms of consistently delivering high quality customer service.
Ipsos MORI Captains of Industry Survey 2016Ipsos UK
More than four in five business leaders hope UK voters will vote to “stay” in the forthcoming EU referendum according to a new Ipsos MORI study.
The findings, from “Captains of Industry”, a survey of more than 100 of the most senior figures in top UK companies, show most think continuing EU membership would be best for their business (87%), are personally hoping for a “stay” result in the forthcoming referendum (87%) and would themselves vote to stay in (83%) if there was a referendum tomorrow.
The document summarizes the results of a survey on corporate tax and Brexit. Four in ten companies consider reputational consequences of corporate tax decisions more often now than three years ago. Over eight in ten think the UK corporate taxation system needs simplification. Just under three-quarters would prefer the UK remain in the EU, with reasons for staying being single market/free movement access and Brexit uncertainty, while the main reason for leaving is a failure of the current EU system.
The 2016 Business Finance Survey among SMEs, conducted by Ipsos MORI on behalf of the British Business Bank. The survey fed into the British Business Bank’s Small Business Finance Markets Report, which is available at http://british-business-bank.co.uk/
The Deloitte Consumer Tracker survey found that UK consumer confidence remained steady in Q4 2016 despite a small decline from the previous quarter. While overall confidence dipped slightly, confidence levels were still higher than a year ago. Spending on both essential and discretionary items increased in Q4, and unemployment continued to decline. However, rising inflation and slowing wage growth may pose challenges to consumer spending power in 2017.
Housing, the 2015 General Election and Beyond: 10 Key ThemesIpsos UK
In his presentation about housing and public opinion at the Chartered Institute of Housing London conference, Ben Marshall outlined 10 key trends and themes.
The Deloitte CFO Survey 2014 Q2 results - Policy change is biggest concern fo...Deloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
Policy change has emerged as the biggest concern for chief financial officers, ahead of economic uncertainty.
- Policy change is biggest concern for CFOs.
- Perceptions of economic and financial uncertainty have hit a four-year low.
- CFO appetite for risk remains high as corporates shift from balance sheet repair to growth.
- 51% of CFOs expect interest rates to be equal to or above 1.0% in a year’s time.
This is the 28th quarterly survey of chief financial officers and group finance directors of major companies in the UK.
The Q2 2014 survey took place between 6th and 23rd June.
112 CFOs participated, including the CFOs of 31 FTSE 100 and 37 FTSE 250 companies. The rest were CFOs of other UK-listed companies, large private companies and UK subsidiaries of major companies listed overseas. The combined market value of the 68 UK-listed companies surveyed is £473 billion, or approximately 21% of the UK quoted equity market.
The Deloitte CFO Survey is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
Ipsos MORI Captains of Industry Survey 2016Ipsos UK
More than four in five business leaders hope UK voters will vote to “stay” in the forthcoming EU referendum according to a new Ipsos MORI study.
The findings, from “Captains of Industry”, a survey of more than 100 of the most senior figures in top UK companies, show most think continuing EU membership would be best for their business (87%), are personally hoping for a “stay” result in the forthcoming referendum (87%) and would themselves vote to stay in (83%) if there was a referendum tomorrow.
The document summarizes the results of a survey on corporate tax and Brexit. Four in ten companies consider reputational consequences of corporate tax decisions more often now than three years ago. Over eight in ten think the UK corporate taxation system needs simplification. Just under three-quarters would prefer the UK remain in the EU, with reasons for staying being single market/free movement access and Brexit uncertainty, while the main reason for leaving is a failure of the current EU system.
The 2016 Business Finance Survey among SMEs, conducted by Ipsos MORI on behalf of the British Business Bank. The survey fed into the British Business Bank’s Small Business Finance Markets Report, which is available at http://british-business-bank.co.uk/
The Deloitte Consumer Tracker survey found that UK consumer confidence remained steady in Q4 2016 despite a small decline from the previous quarter. While overall confidence dipped slightly, confidence levels were still higher than a year ago. Spending on both essential and discretionary items increased in Q4, and unemployment continued to decline. However, rising inflation and slowing wage growth may pose challenges to consumer spending power in 2017.
Housing, the 2015 General Election and Beyond: 10 Key ThemesIpsos UK
In his presentation about housing and public opinion at the Chartered Institute of Housing London conference, Ben Marshall outlined 10 key trends and themes.
The Deloitte CFO Survey 2014 Q2 results - Policy change is biggest concern fo...Deloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
Policy change has emerged as the biggest concern for chief financial officers, ahead of economic uncertainty.
- Policy change is biggest concern for CFOs.
- Perceptions of economic and financial uncertainty have hit a four-year low.
- CFO appetite for risk remains high as corporates shift from balance sheet repair to growth.
- 51% of CFOs expect interest rates to be equal to or above 1.0% in a year’s time.
This is the 28th quarterly survey of chief financial officers and group finance directors of major companies in the UK.
The Q2 2014 survey took place between 6th and 23rd June.
112 CFOs participated, including the CFOs of 31 FTSE 100 and 37 FTSE 250 companies. The rest were CFOs of other UK-listed companies, large private companies and UK subsidiaries of major companies listed overseas. The combined market value of the 68 UK-listed companies surveyed is £473 billion, or approximately 21% of the UK quoted equity market.
The Deloitte CFO Survey is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
Vietnam SMEs Ready to join the ASEAN Economic Community?MarketIntello
- The document is a survey conducted by MarketIntello on Vietnam enterprises' awareness of and preparedness for the ASEAN Economic Community (AEC).
- The survey found that Vietnamese SMEs' awareness of the AEC and its strategic action plan is limited, with only 33% aware of the plan. More government support is needed to help SMEs prepare for the AEC.
- While competition is expected to increase in the AEC, most enterprises see benefits like greater access to larger markets and lower import costs. They hope the AEC will open attractive new export markets.
The document provides an overview of the economic and credit conditions in several European countries in 2014 and forecasts for 2015 based on a survey conducted by Lindorff. Some key points:
- Economic growth was mixed across Europe in 2014, with some countries showing signs of optimism while unemployment remained high in others like Spain.
- The credit management market also saw mixed development, with increasing debt collection cases in Norway and Sweden despite good economic conditions.
- The survey found that 14% of respondents expected to allocate more resources to debt collection in 2015, with over 30% of French respondents expecting this. Over half of French respondents also expected to tighten their credit policies.
- Respondents from several countries including Finland
The research investigates the access to finance, and the financial gaps and factors constraining such access, of Vietnamese Small and Medium Enterprises (SMEs), operating in Food processing, Textiles and Garment manufacturing and Wooden products manufacturing.
Are we overpaying or Underpaying? 2015 Vietnam Undergrad Wage ExpectionMarketIntello
Students’ wage and employment expectations are influential in their first job selection after graduation. The emphasis of this study is on the formation of student wage and employment expectations, as well as comparing the expectations of students in the two biggest cities of Vietnam – Hanoi and Ho Chi Minh City.
General Election 2015: Priorities for ScotlandIpsos UK
Today we publish findings of our poll for BBC Scotland outlining the most important priorities of voters in Scotland. Scoring a range of policy statements about issues ranging from the economy, the EU referendum and a second independence referendum, to immigration and defence spending, voters gives clues as to what they will be looking out for in the party manifestos which will be published over the coming days.
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
The results of our latest Deloitte Consumer Tracker show signs of distress as consumer confidence continues to fall for the third quarter in a row. In particular, consumer confidence in disposable income and level of debt fell by seven and four percentage points respectively this quarter to reach their lowest level in over three years.
Wolfgang Essentials 2016 - Constantin Gurdgiev - The Online EconomyWolfgang Digital
On June 10th 2016, Wolfgang Digital held their annual marketing event in The Foundry, at Google in Dublin. One of the speakers was the renowned economist Constantin Gurdgiev, who spoke on a couple of different topics relating to The Online Economy during part one of the event. These are his slides.
1) Weak and unproductive "zombie" firms are absorbing increasing shares of capital and labour, dragging down productivity growth. Insolvency and financial system reforms are needed to promote the easier exit or restructuring of such firms.
2) Reforming insolvency regimes can reduce barriers to corporate restructuring and the costs of business failure, allowing more reallocation of resources to productive firms. Complementary financial system reforms like resolving non-performing loans can further reduce forbearance of zombie firms.
3) Active labour market policies help workers displaced by exit or restructuring find new jobs, but their effectiveness increases with lower barriers to firm entry so new jobs can be created. A package of reforms across these
European Banking Barometer – 2016: Seeking stability in an uncertain worldEY
The European Banking Barometer provides an overview of European banking industry, as well as the priorities banks will focus on over in 2016.
Now in its seventh edition, the latest survey consists of 250 interviews with senior bankers across 12 European markets.
Overall, the study shows that the European banking industry is taking measures to reposition for a long-term environment of low growth. But they mustn’t take their focus off the innovation agenda, if they want to lay the foundations for delivering sustainable returns in the years to come.
To find out more please visit http://www.ey.com/ebb.
Christmas 2015 proved to be a difficult one for UK retail. What happened? We identified four themes that are key to understanding the dynamics of the current retail market and provide a framework for realising exactly the disruption caused by the growth of online
Occupational Health and Safety in Latvia - before, during and after Economic ...State Labour Inspectorate
The presentation of the State Labour Inspectorate of Latvia will cover the observed effects of economic recession on implementation level of occupational health and safety requirements in Latvia. The following topics will be in the focus:
• Incidence of accidents at work in relation to economic development;
• Effect of legal initiatives to promote economic situation;
• Occupational health and safety and «grey economy».
Presented by Linda Matisane, November 2013
This document recommends buying $50,000 of Smith & Wesson Holding Company (SWHC) stock. SWHC is currently trading at $22.35 per share, below the analyst's intrinsic value estimate of $27, representing 24% upside potential. The recommendation is based on SWHC's strong market position in the firearms industry, innovation in new products, and expected growth in its accessories division. Risks include potential declines in gun sales or tightening of legislation.
First Commonwealth Financial Corp. is a regional bank headquartered in Pennsylvania with a market capitalization of $782 million. The analyst recommends holding the stock with a price target of $10, an upside of 8% from the current price. Key strengths are regional franchise growth through new branches and acquisitions, a strong dividend yield, and potential upside if interest rates rise further. Risks include exposure to the energy sector and potential slowing of growth.
Bsc stock-pitch-presentation-09 07 2019 final (ver eng)Long Tran
This document provides stock recommendations for 2019-2020, focusing on retail, banks, consumer goods and divestment themes. It recommends several stocks including ACB, MBB, TCB, VCB, and MWG as top picks, citing factors like expected revenue and profit growth. It also identifies investment themes like benefiting from international trade deals and public infrastructure investment, and recommends stocks exposed to these themes. Overall the document aims to identify stocks with upside potential over the next 1-2 years based on various qualitative and quantitative factors.
The document summarizes the findings of an Economic Recovery Index survey conducted in January 2015. It shows that consumer sentiment about personal finances and the economy has plateaued after improvements in late 2014. While most still feel the economy is improving, fewer believe they are immune to the recession's effects. Overall optimism remains modest, though willingness to borrow from banks has increased slightly from December. Negative emotions like stress and worry have declined significantly since 2009 but remain higher than pre-recession levels.
The document discusses macro trends that will impact defined contribution plan contributions and distributions as baby boomers retire. As boomers retire in large numbers, DC cash flows will shrink and competition to capture the remaining flows will increase. Currently, baby boomers make up nearly 40% of participants and 63% of assets in T. Rowe Price DC plans. However, as they retire their assets will be distributed out of the plans. Younger generations like millennials have higher median deferral rates but lower average account balances currently. The demographic shift will result in negative net flows for DC plans. Ways to potentially offset this include increasing participant savings rates or adopting auto-escalation features.
The document discusses recent developments in global financial markets. It finds that while supportive monetary and fiscal policies are strengthening recovery prospects, growing vulnerabilities could impact growth. Accommodative policies have led to rising asset prices, debt, and leverage, increasing financial stability risks. Vulnerabilities in corporate debt markets and real estate sectors exposed to weak firms pose challenges. Rising emerging market debt also increases refinancing risks. The growth of alternative finance like crypto assets raises concerns of market corrections that could have broader implications.
This document summarizes a keynote presentation discussing the increasingly difficult operating environment for social housing providers in the UK. It notes challenges such as the housing supply crisis, economic pressures like rent cuts and the need for continued efficiency, and changing customer expectations. The presentation discusses how providers' business plans are becoming more market-facing while some difficult questions around risk, stress testing, and effective regulation remain. It also examines sector forecasts around demand for social housing and pressures on social rents. Overall, the document outlines the complex challenges facing UK social housing providers and uncertainties around how best to address these issues going forward.
The document discusses five keys to future-proofing customer service success: 1) Empathy is important for customer satisfaction and retention. 2) Frequent and open communication helps resolve issues and anticipate customer needs. 3) Using multiple platforms meets customers where they are and uses automation appropriately. 4) Ensuring a good fit between support solutions and agents creates loyalty. 5) Technology and automation improve the customer experience when handled simply while leaving complex issues to agents. The keys emphasize adapting customer service to meet changing customer expectations and using tools to enhance empathy and resolution.
This document discusses the importance of customer satisfaction surveys and provides guidance on conducting them. It recommends measuring both customer satisfaction levels and expectations/importance across a range of specific attributes. Surveys should interview the key decision makers and include customers, lost customers, and potential customers. Both high-level and detailed attribute-level questions are needed. Surveys can be conducted by mail, phone or in-person, with tradeoffs for each. The results should be used to develop an action plan to address weaknesses and build on strengths.
Vietnam SMEs Ready to join the ASEAN Economic Community?MarketIntello
- The document is a survey conducted by MarketIntello on Vietnam enterprises' awareness of and preparedness for the ASEAN Economic Community (AEC).
- The survey found that Vietnamese SMEs' awareness of the AEC and its strategic action plan is limited, with only 33% aware of the plan. More government support is needed to help SMEs prepare for the AEC.
- While competition is expected to increase in the AEC, most enterprises see benefits like greater access to larger markets and lower import costs. They hope the AEC will open attractive new export markets.
The document provides an overview of the economic and credit conditions in several European countries in 2014 and forecasts for 2015 based on a survey conducted by Lindorff. Some key points:
- Economic growth was mixed across Europe in 2014, with some countries showing signs of optimism while unemployment remained high in others like Spain.
- The credit management market also saw mixed development, with increasing debt collection cases in Norway and Sweden despite good economic conditions.
- The survey found that 14% of respondents expected to allocate more resources to debt collection in 2015, with over 30% of French respondents expecting this. Over half of French respondents also expected to tighten their credit policies.
- Respondents from several countries including Finland
The research investigates the access to finance, and the financial gaps and factors constraining such access, of Vietnamese Small and Medium Enterprises (SMEs), operating in Food processing, Textiles and Garment manufacturing and Wooden products manufacturing.
Are we overpaying or Underpaying? 2015 Vietnam Undergrad Wage ExpectionMarketIntello
Students’ wage and employment expectations are influential in their first job selection after graduation. The emphasis of this study is on the formation of student wage and employment expectations, as well as comparing the expectations of students in the two biggest cities of Vietnam – Hanoi and Ho Chi Minh City.
General Election 2015: Priorities for ScotlandIpsos UK
Today we publish findings of our poll for BBC Scotland outlining the most important priorities of voters in Scotland. Scoring a range of policy statements about issues ranging from the economy, the EU referendum and a second independence referendum, to immigration and defence spending, voters gives clues as to what they will be looking out for in the party manifestos which will be published over the coming days.
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
The results of our latest Deloitte Consumer Tracker show signs of distress as consumer confidence continues to fall for the third quarter in a row. In particular, consumer confidence in disposable income and level of debt fell by seven and four percentage points respectively this quarter to reach their lowest level in over three years.
Wolfgang Essentials 2016 - Constantin Gurdgiev - The Online EconomyWolfgang Digital
On June 10th 2016, Wolfgang Digital held their annual marketing event in The Foundry, at Google in Dublin. One of the speakers was the renowned economist Constantin Gurdgiev, who spoke on a couple of different topics relating to The Online Economy during part one of the event. These are his slides.
1) Weak and unproductive "zombie" firms are absorbing increasing shares of capital and labour, dragging down productivity growth. Insolvency and financial system reforms are needed to promote the easier exit or restructuring of such firms.
2) Reforming insolvency regimes can reduce barriers to corporate restructuring and the costs of business failure, allowing more reallocation of resources to productive firms. Complementary financial system reforms like resolving non-performing loans can further reduce forbearance of zombie firms.
3) Active labour market policies help workers displaced by exit or restructuring find new jobs, but their effectiveness increases with lower barriers to firm entry so new jobs can be created. A package of reforms across these
European Banking Barometer – 2016: Seeking stability in an uncertain worldEY
The European Banking Barometer provides an overview of European banking industry, as well as the priorities banks will focus on over in 2016.
Now in its seventh edition, the latest survey consists of 250 interviews with senior bankers across 12 European markets.
Overall, the study shows that the European banking industry is taking measures to reposition for a long-term environment of low growth. But they mustn’t take their focus off the innovation agenda, if they want to lay the foundations for delivering sustainable returns in the years to come.
To find out more please visit http://www.ey.com/ebb.
Christmas 2015 proved to be a difficult one for UK retail. What happened? We identified four themes that are key to understanding the dynamics of the current retail market and provide a framework for realising exactly the disruption caused by the growth of online
Occupational Health and Safety in Latvia - before, during and after Economic ...State Labour Inspectorate
The presentation of the State Labour Inspectorate of Latvia will cover the observed effects of economic recession on implementation level of occupational health and safety requirements in Latvia. The following topics will be in the focus:
• Incidence of accidents at work in relation to economic development;
• Effect of legal initiatives to promote economic situation;
• Occupational health and safety and «grey economy».
Presented by Linda Matisane, November 2013
This document recommends buying $50,000 of Smith & Wesson Holding Company (SWHC) stock. SWHC is currently trading at $22.35 per share, below the analyst's intrinsic value estimate of $27, representing 24% upside potential. The recommendation is based on SWHC's strong market position in the firearms industry, innovation in new products, and expected growth in its accessories division. Risks include potential declines in gun sales or tightening of legislation.
First Commonwealth Financial Corp. is a regional bank headquartered in Pennsylvania with a market capitalization of $782 million. The analyst recommends holding the stock with a price target of $10, an upside of 8% from the current price. Key strengths are regional franchise growth through new branches and acquisitions, a strong dividend yield, and potential upside if interest rates rise further. Risks include exposure to the energy sector and potential slowing of growth.
Bsc stock-pitch-presentation-09 07 2019 final (ver eng)Long Tran
This document provides stock recommendations for 2019-2020, focusing on retail, banks, consumer goods and divestment themes. It recommends several stocks including ACB, MBB, TCB, VCB, and MWG as top picks, citing factors like expected revenue and profit growth. It also identifies investment themes like benefiting from international trade deals and public infrastructure investment, and recommends stocks exposed to these themes. Overall the document aims to identify stocks with upside potential over the next 1-2 years based on various qualitative and quantitative factors.
The document summarizes the findings of an Economic Recovery Index survey conducted in January 2015. It shows that consumer sentiment about personal finances and the economy has plateaued after improvements in late 2014. While most still feel the economy is improving, fewer believe they are immune to the recession's effects. Overall optimism remains modest, though willingness to borrow from banks has increased slightly from December. Negative emotions like stress and worry have declined significantly since 2009 but remain higher than pre-recession levels.
The document discusses macro trends that will impact defined contribution plan contributions and distributions as baby boomers retire. As boomers retire in large numbers, DC cash flows will shrink and competition to capture the remaining flows will increase. Currently, baby boomers make up nearly 40% of participants and 63% of assets in T. Rowe Price DC plans. However, as they retire their assets will be distributed out of the plans. Younger generations like millennials have higher median deferral rates but lower average account balances currently. The demographic shift will result in negative net flows for DC plans. Ways to potentially offset this include increasing participant savings rates or adopting auto-escalation features.
The document discusses recent developments in global financial markets. It finds that while supportive monetary and fiscal policies are strengthening recovery prospects, growing vulnerabilities could impact growth. Accommodative policies have led to rising asset prices, debt, and leverage, increasing financial stability risks. Vulnerabilities in corporate debt markets and real estate sectors exposed to weak firms pose challenges. Rising emerging market debt also increases refinancing risks. The growth of alternative finance like crypto assets raises concerns of market corrections that could have broader implications.
This document summarizes a keynote presentation discussing the increasingly difficult operating environment for social housing providers in the UK. It notes challenges such as the housing supply crisis, economic pressures like rent cuts and the need for continued efficiency, and changing customer expectations. The presentation discusses how providers' business plans are becoming more market-facing while some difficult questions around risk, stress testing, and effective regulation remain. It also examines sector forecasts around demand for social housing and pressures on social rents. Overall, the document outlines the complex challenges facing UK social housing providers and uncertainties around how best to address these issues going forward.
The document discusses five keys to future-proofing customer service success: 1) Empathy is important for customer satisfaction and retention. 2) Frequent and open communication helps resolve issues and anticipate customer needs. 3) Using multiple platforms meets customers where they are and uses automation appropriately. 4) Ensuring a good fit between support solutions and agents creates loyalty. 5) Technology and automation improve the customer experience when handled simply while leaving complex issues to agents. The keys emphasize adapting customer service to meet changing customer expectations and using tools to enhance empathy and resolution.
This document discusses the importance of customer satisfaction surveys and provides guidance on conducting them. It recommends measuring both customer satisfaction levels and expectations/importance across a range of specific attributes. Surveys should interview the key decision makers and include customers, lost customers, and potential customers. Both high-level and detailed attribute-level questions are needed. Surveys can be conducted by mail, phone or in-person, with tradeoffs for each. The results should be used to develop an action plan to address weaknesses and build on strengths.
Convincing your CEO to invest in a loyalty programmecolinjones001
This document provides guidance on building a business case to convince a CEO and senior management team to invest in a customer loyalty program. It outlines the benefits of loyalty programs, including retaining valuable customers who spend more and drive revenue. The document recommends a 10 step process to build the case, including proving expected profit impact, using customer data to show growth opportunities, and addressing potential objections. It also suggests running a pilot program to test the concept and demonstrate results before full implementation.
This document discusses customer satisfaction surveys and provides guidance on conducting them. It addresses six key parts of any customer satisfaction program: 1) who to interview, 2) what to measure, 3) how to carry out interviews, 4) how to measure satisfaction, 5) what the measurements mean, and 6) how to use surveys effectively. The document emphasizes finding the right people to survey, determining important attributes to assess, using various interview tools, employing satisfaction rating scales, and understanding expectations and importance to drive improvements.
The document provides guidance on convincing a CEO to invest in a customer loyalty program. It outlines the benefits of loyalty programs, including retaining valuable customers who spend more and refer others. The document then gives a 10 step process to build a business case, including proving expected profit increases, using customer data to show growth opportunities, and addressing potential objections. It also recommends running a pilot program to test the concept. The conclusion presents a quick pitch focusing on using data to measure success and showcasing examples of loyalty programs that increased profits.
Client Opinions, Market-Driven Thinking
Our market research firm, Client Opinions, offers a full-service client feedback program to help businesses gather actionable insights to grow their business.
Data Strategy for Digital Sales : Case Study & Best PracticeBarry Magee
Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Driven Transformation for Sales - SMART Territory ManagementBarry Magee
This document discusses implementing a data-driven territory management strategy to improve client engagement and sales effectiveness. It proposes identifying client needs through data analytics, creating "Client on a Page" profiles, and selecting optimal clients to contact using a "SMART" system. An initial pilot showed increased lead conversion rates, win rates, and revenue from the SMART-selected clients compared to rep-selected clients. The document recommends fully integrating the approach into systems and processes to maximize adoption and business benefits.
This is a Futurelab Action Guide I wrote up on the topic of customer centricity.
Before you criticise the small fonts: it's designed for use on a small/computer screen only :-)
Sample Presentation For Business Plan PowerPoint Presentation Slides SlideTeam
Don’t get concerned if you have an issue in bringing together all different aspects like cover page, summary, page report and much more as this PPT presentation simply does all the job for you. You don’t really have to invest a lot of time in looking out for presentation slides that cover areas of problems, solutions, marketing, sales and other competitive sides. Sample Presentation For Business Plan PowerPoint Presentation Slides is the best compiled document which can not only be used to brief the audience in the room but also can be used to keep a record of the current market analysis. Creating of company’s profile is no more a burden as this job has been done by pre designed presentation layouts. Business plan, strategy or May it be an approach all can be handled with ease and much flexibility by using all the graphical representation in PPT layout. Business of all size and for that matter every start up can make use of the visually impressive presentation. Our Sample Presentation For Business Plan PowerPoint Presentation Slides are of the highest quality. The best of the best for the very best.
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
Business Metrics and Web Marketing
What is "business metrics"? Type of metrics in business and aviation examples.
How to distinguish traditional and dynamic metrics?
What is Ad Words
What is Acquisition Cost
What is Bounce Rate?
Most Importantly what is "Conversion Rate"?
Making Business Partnerships Work for You - Chain Reaction 2009Community Links
The document discusses making business partnerships work and provides tips for doing so. It describes a partnership between Heart of the City and Cambridge House where Broadgate Estates provided various property management and IT services to Cambridge House. Some challenges of partnerships included engaging leadership on both sides and guaranteeing long term involvement. Tips included not focusing on money, doing research, building long term relationships based on honesty as equal partners, and matching available skills with needs.
FIS Small Business Webinar October 12 2016Chris Wallner
This document discusses small business banking and opportunities for banks. It provides statistics showing small businesses are key drivers of the US economy. Charts show average monthly value per customer varies by product usage and business size. Insights from small business owners and banks suggest focusing on the most profitable 20% of customers. The document discusses using relationship value management to increase benefits for customers using multiple products and services. It provides an example of one bank's approach to business checking packages. The document emphasizes the importance of understanding customer needs and opportunities to develop profitable product solutions for small businesses.
The document discusses the business case for investing in customer experience. It argues that companies that prioritize customer experience generate 64% higher profits than competitors. Improving the customer experience delivers increased profit, loyalty, and team productivity. The summary provides key statistics showing that positive customer experiences result in higher customer retention rates, reduced churn, and increased willingness to pay more for better service.
Slide share The Case for Customer Relationship Excellence - European Qualit...Dr. Ted Marra
Ted Marra argues that many companies focus too much on cost reduction and not enough on customer relationships during economic downturns. He recommends focusing on revenue growth by prioritizing customers and delivering value rather than constantly pursuing lower costs. While cost reduction approaches are tempting, they can weaken companies in the long run. True competitiveness comes from adding value for customers through people, technology, processes, and support rather than just lowering prices.
002 a paper_on_customer_loyalty_white_paper_imc_researchimcResearch
This document discusses the importance of customer satisfaction and loyalty for businesses. It makes three key points:
1. Customer satisfaction alone does not guarantee loyalty, as satisfied customers may still be persuaded to switch suppliers. True loyalty requires satisfaction scores of 9/10 on important issues and an emotional connection to the brand.
2. Many customers remain with suppliers out of inertia rather than true loyalty. Small issues over time can undermine satisfaction without prompting a change, so loyalty requires more than the absence of problems.
3. Loyalty is driven by soft factors like quality, satisfaction, image and little details of the customer experience rather than just price and product parity. Extra efforts that differentiate the customer experience and engagement build an emotional
The document summarizes views from an Ipsos online community on Brexit 5 years after the referendum vote. Most people feel they have not noticed significant changes from Brexit yet and think the pandemic has overshadowed its effects. While some notice higher costs or shipping delays from EU countries, many are still confused about attributing rising prices to Brexit or Covid. There remains a divide between those who voted Leave and Remain, with both sides still convinced of their views despite most saying they have not been personally affected much either way. Overall, uncertainty persists around how Brexit will truly impact daily life.
Jayesh Navin Shah, from Ipsos MORI Public Affairs, presented our findings on cyber skills gaps and shortages in the UK at the SC Digital Congress 2021. The findings are taken from Ipsos MORI’s report, Understanding the UK Cyber Security Labour Market 2021 study, carried out on behalf of the UK Department for Digital, Culture, Media and Sport.
https://www.sccongressuk.com/digital-congress/
Jayesh Navin Shah, from Ipsos MORI Public Affairs, presented our findings on cyber resilience among UK businesses and charities at the SC Digital Congress 2021. The findings are taken from Ipsos MORI’s Cyber Security Breaches Survey 2021, carried out on behalf of the UK Department for Digital, Culture, Media and Sport.
https://www.sccongressuk.com/digital-congress/
Ipsos Global Advisor: The Perils of Perception: Environment and Climate ChangeIpsos UK
The document discusses a survey conducted in 30 markets about individual actions to tackle climate change. While most people agreed they understand the actions needed, there were widespread misperceptions. Respondents underestimated the most impactful actions like having fewer children and overestimated less important actions like recycling. They also lacked awareness of climate impacts already occurring. The document examines perceptions of various individual actions. Respondents correctly identified some high-impact options but overestimated others like reducing packaging and underestimated important actions like home renovations for efficiency.
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2. .
Captains of Industry 2015
Topline data shown here are based on a total of 102 interviews conducted
with Captains of Industry;
Fieldwork was conducted between 7th September and 9th December 2015;
Unless otherwise stated, each question is based on all Captains of Industry
answering;
Where data does not total 100%, this is due to rounding or multi-coded
responses.
2
4. .
C85. Who in your organisation has the ultimate responsibility for customer experience?
4
Responsibility for customer experience
61%
11%
9%
6%
3% 2% 2% 2%
Chief Executive
Officer
Managing
Director(s) Everyone
Marketing /
Sales Director
Commercial
Director Other Director
The Board of
Directors Chairman
Base: British Captains of Industry (102) Interviewed Sept – Dec 2015
5. .
Quality of customer service
C79. How would you rate your organisation on a scale of 0 to 10, where 0 is extremely poor and 10 is extremely
good, on each of the following statements
5
Base: British Captains of Industry (102) Interviewed Sept – Dec 2015Responses
less than 3% are not shown
4%
3%
5%
4%
13%
14%
11%
22%
20%
32%
37%
36%
35%
14%
15%
11%
6%
5%
3%
3%
3%
Acting on feedback from your customers
Understanding your customers' needs
Consistently delivering high quality customer service
0 - Extremely Poor 1 2 3 4 5 6 7 8 9 10 - Extremely Good Don’t know Mean score
7.5
7.5
7.3
6% 11% 29% 32% 13% 6%2014 7.4
6% 31% 36% 19% 4%2014 7.7
4% 10% 31% 30% 18% 6%2014 7.6
6. .
C80A. What could your organisation do better in terms of acting on customer feedback?
6
Acting on customer feedback
18%
16% 16%
15% 15%
10%
27%
Respond to
feedback faster
Increased
customer
engagement
Utilising
feedback
Meeting specific
needs
Listen to
customers more
Be more
proactive Other
Base: British Captains of Industry scoring 0 to 8 for ‘Acting on feedback from your customers’ (79) Interviewed Sept – Dec 2015
7. .
C80A. What could your organisation do better in terms of acting on customer feedback?
7
Acting on customer feedback
Increased
customer
engagement
Listen to
customers more
Utilising
feedback
Be more
proactive
Base: British Captains of Industry scoring 0 to 8 for ‘Acting on feedback from your customers’ (79) Interviewed Sept – Dec 2015
“Engaging more with customers, understanding their concerns and their stress when they are buying new products.”
“You can get feedback but you have to be engaged with the customer to get the full value out of it, you need to do proper surveys, proper engagement. A happy letter
gives a warm glow but it doesn't do much, you need full engagement.”
“Quite often the customer only really gets engaged right at the end of a project, so it is engaging with them all the way through it.”
“The organisation could listen more in order to hear the feedback accurately in the first instance. It is really about making sure that we do talk to our clients and their
customers, we hear what they say but we don't always fully understand what they say, so we take action that doesn't completely address the issue sometimes.”
“We need to listen and be much more open to looking at things in a different way rather than looking at things in a polarised way, around our policies. We need to
look at the world not just through our eyes but through the eyes of our customers.”
“Listening more. We operate in a complex environment so feedback is not black or white, because of the nature of what we do, but we need to listen not try and
engineer a reason, be open-minded.”
“Feeding back change as a result of that feedback … We can test the action plans, review in terms of feedback, and then re-test in terms of have we made it better, the
whole cycle. We have to keep doing that.”
“It's capturing that feedback and using that feedback to change our services and products.”
“We need to get organised to look at how the customers are so we can understand them and act better on feedback. If you have feedback and you don't understand
them it is very difficult to act on their feedback. So we are now trying to understand the feedback better.”
“Anticipate, work out what customers want and how they are going to feedback.”
“Our issue is actively seeking it and encouraging it. Where we get it we do act, but it is more reactive than proactive.”
“Perhaps engage with clients a bit earlier, maybe understand a client's problems rather than just addressing the question.”
“Probably searching for it earlier, basically heading off a lot of issues that might arise.”
8. .
13%
21%
20%
16%
13%
16%
3%
At least once a week
One to three times a month
Six to ten times a year
One to five times a year
Less than once a year
Not revelant
Don't know
Personal interaction with customers
C81A. How often on average do you personally meet or speak to any of your company’s key customers
or key accounts? C81B. And how often on average do you personally meet or speak to any of your company’s
other customers?
8
24%
24%
17%
18%
7%
9%
3%
Key
customers
Other
customers
Base: British Captains of Industry (102) Interviewed Sept – Dec 2015
9. .
C82. What are the Key Performance Indicators (KPIs) for customer experience and customer feedback in your
organisation?
9
KPIs for customer experience and customer feedback
Other
11%
Complaints
17%
18%
7%
2%
21%
Customer Satisfaction
17% Enquiries 1%
NPS
27%
Satisfaction /
Other surveys
Complaints /
Enquiries
Delivery
performance
Bespoke for
clients Share Price Other
Base: British Captains of Industry (102) Interviewed Sept – Dec 2015
55%
18%
10. .
Actioning customer experience and feedback KPIs
C83. Are the results of these customer experience and feedback KPIs reviewed at board level?
10
49% 15% 24% 6% 4% 2%
Yes - always Yes – regularly Yes – periodically (e.g. once or twice a year) No – only occasionally No – never Other
C84. Are any key executives in your organisation incentivised in any way according to the results of these
customer experience and feedback KPIs?
48% 20% 6% 26%
Yes – most are Yes – some are Yes – a few are No
Base: British Captains of Industry who gave a verbatim answer at C82 (96), those who rated themselves 9-10 at C79 (36)
Interviewed Sept – Dec 2015
19% 53% 28%
Those who
rate
themselves 9-
10 at C79
12. .
Methodology
This report presents findings of the 2015 study of Captains of Industry, widely
acknowledged as the authoritative source of opinion on Britain's business elite
Respondents are executive board-level directors and chairmen
Companies are from:
top 500 industrials by turnover; and
top 100 financial companies by capital employed
A total of 102 respondents took part, details of which are provided below
Fieldwork: September – December 2015
97 interviews were conducted face-to-face and 5 by telephone
12
13. .
Composition of the sample
13
Sector 2015
Services/ Retailing 21%
Financial/ Banking 18%
Technology/ Media/
Telecoms
14%
Construction 13%
Utilities 8%
Manufacturing 8%
Transport/ Distribution 7%
Mining/ Minerals/ Natural
Resources
4%
Other 11%
FTSE Index 2015
FTSE 100 19%
FTSE 250 34%
Other listed and Private 47%
Job Title 2015
Chief Executive 37%
Chairman 26%
Chief Financial Officer 12%
Finance Director 9%
Chief Operating Officer 2%
Other 11%
Employees 2015
1-999 28%
1000-4,999 44%
5000+ 27%
Head Office Location 2015
London 52%
Outside London 48%
Classification 2015
Primarily B2B 49%
Primarily B2C 28%
Mix of B2B and B2C 22%
Other 1%