Identifying causes of customer risk and churn, and then applying approaches for prospective winback, are tremendously important to any company. The content of this presentation enables organizations to optimize customer loyalty behavior
Winback and Acquisition Strategies in Customer Relationship ManagementSanath Dasanayaka
Customer Winback and Acquisition Strategies play a key role in the success of any organization. Basically, winning back lost customers is a hard task in which an organization should be successful. here it is expected to discuss several strategies that can be utilized in customer winning back. Those strategies will be very significant for any business organization in any field.
Where Did All of My Customers Go (And How Can I Win Them Back)?Avaya Inc.
Some companies drive away loads of customers with one big move. For most companies, losing customers is a slow, inexorable process, that water dripping from a leaky faucet. The cause? Poor customer experience management. In this deck, adapted from an Avaya Nov. 2013 webinar, you can learn new strategies to retain or win back customers in this new era.
Customer retention strategy - Rejected Slide-deck of an aspiring Product ManagerTravellingcamera
Rejected Slide-deck of an aspiring Product Manager – Retention Strategy
This slide-deck was made for product which has huge subscriber base and the main feedback was that slide-deck is not specific to Product and applicable to any other product. I consider is very positive and hence thought of putting it here.
Planning for CRM
Steps in Planning
Building Customer Centricity
Setting CRM Objectives
Defining Data Requirements, Planning Desired Outputs
Relevant issues while planning the Outputs
Elements of CRM plan
CRM Strategy: The Strategy Development Process
Customer Strategy Grid
Customer Relationship Management Unit-3 IMBA Osmania University
Winback and Acquisition Strategies in Customer Relationship ManagementSanath Dasanayaka
Customer Winback and Acquisition Strategies play a key role in the success of any organization. Basically, winning back lost customers is a hard task in which an organization should be successful. here it is expected to discuss several strategies that can be utilized in customer winning back. Those strategies will be very significant for any business organization in any field.
Where Did All of My Customers Go (And How Can I Win Them Back)?Avaya Inc.
Some companies drive away loads of customers with one big move. For most companies, losing customers is a slow, inexorable process, that water dripping from a leaky faucet. The cause? Poor customer experience management. In this deck, adapted from an Avaya Nov. 2013 webinar, you can learn new strategies to retain or win back customers in this new era.
Customer retention strategy - Rejected Slide-deck of an aspiring Product ManagerTravellingcamera
Rejected Slide-deck of an aspiring Product Manager – Retention Strategy
This slide-deck was made for product which has huge subscriber base and the main feedback was that slide-deck is not specific to Product and applicable to any other product. I consider is very positive and hence thought of putting it here.
Planning for CRM
Steps in Planning
Building Customer Centricity
Setting CRM Objectives
Defining Data Requirements, Planning Desired Outputs
Relevant issues while planning the Outputs
Elements of CRM plan
CRM Strategy: The Strategy Development Process
Customer Strategy Grid
Customer Relationship Management Unit-3 IMBA Osmania University
To enable an effective CRM, a suitable strategy needs to be developed and implemented.Therefore a company should develop an orientation that would enable it to enjoy the trust of the customers, ensure commitment to relationships and also undertake proper communication.
This is a white paper I wrote a couple of years ago on the knotty subject of segmentation. I\'ve found that 90% or more of segmentation projects do not meet the original objectives. It amazes me that most of the planet persists in making the same mistakes on segmentation again and again. Many segmentation frameworks last about as long as the tenure of the CMO. Then the CMO is replaced and a new one is launched! I\'ve tried to outline the main pitfalls and how you avoid them. Comments welcome.
This presentation focuses on the relationship marketing best practices. Emphasis is on knowledge and understanding for the following:
1. Customer
2. Customer service
3. Customer relationship management (CRM)
4. Customer lifetime value (CLV)
5. Successful customer relationship strategies
6. Customer relationship model
How to Create a Customer Segmentation ModelMark Haubert
Are your sales and marketing teams focused on the right customers? Learn how to define your Ideal Customer Criteria, create a Customer Segmentation Model, identify your Key Accounts and focus your teams on customers with the greatest potential for growth.
To enable an effective CRM, a suitable strategy needs to be developed and implemented.Therefore a company should develop an orientation that would enable it to enjoy the trust of the customers, ensure commitment to relationships and also undertake proper communication.
This is a white paper I wrote a couple of years ago on the knotty subject of segmentation. I\'ve found that 90% or more of segmentation projects do not meet the original objectives. It amazes me that most of the planet persists in making the same mistakes on segmentation again and again. Many segmentation frameworks last about as long as the tenure of the CMO. Then the CMO is replaced and a new one is launched! I\'ve tried to outline the main pitfalls and how you avoid them. Comments welcome.
This presentation focuses on the relationship marketing best practices. Emphasis is on knowledge and understanding for the following:
1. Customer
2. Customer service
3. Customer relationship management (CRM)
4. Customer lifetime value (CLV)
5. Successful customer relationship strategies
6. Customer relationship model
How to Create a Customer Segmentation ModelMark Haubert
Are your sales and marketing teams focused on the right customers? Learn how to define your Ideal Customer Criteria, create a Customer Segmentation Model, identify your Key Accounts and focus your teams on customers with the greatest potential for growth.
Change, innovate, explore and adjust. These will become the hallmarks of financial institutions that survive and thrive in today’s consumer-driven market. Digital Insight explored importance of an omni-channel offering in today's marketplace, why more engagement across all channels is critical, and how to get started on developing your own omni-channel strategy.
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
160831 webinar on customer satisfaction (public)Malia Bachesta
On August 31 the Learning Lab team hosted a private partner-only webinar where we shared key learnings on measuring customer satisfaction in the rural and agricultural finance industry. The presentation from this webinar, alongside a short summary of its learnings, are now available online for public viewing.
Presented by Cecilia E. Samson at PAARL’s National Summer Conference on the theme "Superior Practices and World Widening Services of Philippine Libraries", held at Dao District, Tagbilaran City, Bohol, 14-16 April 2010
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
Similar to Harris Interactive Src Risk, Churn, Win Back Workshop (20)
Market probe pre customers and former customers white paperMichael Lowenstein
Enterprise preoccupation with generating prospects (sometimes at the expense of cultivating existing customers) and neglect of potentially profitable former customers
Targeting the most desirable new customers is often missed in favor of throwing a non-selective, broad net. This brief presentation suggests approaches for acquiring the best prospective customers
This presentation details the linkage and behavioral impact of employee commitment to the enteprise, to the company\'s product and service value proposition, and to customers. It also points out key differences between employee ambassadorship (advocacy) and employee engagement, which has less customer focus.
Multi-day strategic customer life cycle workshop, focusing on risk, churn, and winback. Features both individual and team case studies, in banking and telecom
Employee ambassadorship, or advocacy, goes beyond engagement to determine level of commitment to enterprise, value of products and services, and customers
There is a powerful, and actively monetizing, link between employee attitudes and behavior (on behalf of the enterprise, its product and service value proposition, and its customers) and customer behavior. This white paper discusses approaches for identifying key linkage factors and how organiztions can apply them.
Harris Interactive Src Making Loyalty Measurement RealMichael Lowenstein
Over the past 30 years, customer loyalty measurment has progressed beyond satisfaction, performance, and loyalty to the monetizing impact of customer bonding and advocacy.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
10. Are Companies Paying Attention? Do you conduct defection interviews among lost customers ? B-to-B, Sales/Marketing Managers and Purchasing Agents* Do you know how many customers you lose per year? “ No” 48% 30% 20% MARKETING MANAGERS SALES MANAGERS 40% 60% 80% 100% 0% “ No” 47% 43% 20% MARKETING MANAGERS SALES MANAGERS 40% 60% 80% 100% 0% * from Customer WinBack , Jill Griffin and Michael Lowenstein
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12. Perceptual Gap Profile Purchasing Agents vs. Sales Mgmt vs. Marketing Mgmt * Based on % high (5) performance ratings on a 5-point scale 1. Consistent product/service quality 2. On-time performance/delivery 3. Knowledge of needs & requirements 4. Proactive communication 5. Speed of follow-up: requests/inquiries 6. Accurate billing 7. Competitive pricing 8. Quick, responsive problem solving 9. Accessibility of supplier contact/service staff 10. Attention to details 11. Rapport/relationship with supplier 12. Knowledge/expertise of supplier contact staff 13. Value-added service support 14. Ability to anticipate your needs 15. Dependability of supplier contact staff 16. Flexibility and adaptability of supplier 17. Availability of multiple communication channels with supplier 18. Availability of multiple purchase channels PURCHASING AGENTS SALES MANAGEMENT MARKETING MGMNT 0% 10% 20% 30% 40% 50% 60% 70% High Performance*
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15. Our Clients’ Questions….. What are stakeholders’ relationship needs? How well do we and our competitors meet them? How well are we delivering on customer needs and touchpoint experiences? Are our employees committed to the organization and are they managed to deliver the desired customer experiences? How can we prevent customers from churning? If they leave, how do we win them back? What experiences do customers require at each service touchpoint?
16. … ..Matched by Our Service Offerings Linking to Financial & Process Impact Customer Experience Monitoring Employee Commitment & Ambassadorship Churn & Winback Touchpoint Experience Design Stakeholder Relationship Assessment
18. Our Service Offerings Identifies which customers are leaving and why, who is at risk and develops proactive strategies to avert churn and offers to winback churned customers Churn & Winback
19. How to identify the high percentage of their customers who are at risk and may defect
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23. Kano Model Effects of Experience on Potential Influence and Advocacy DELIGHT NEUTRAL DISSATISFACTION Customer Satisfaction Characteristic Presence Absent Fulfilled Performance – More Is Better Basic “Musts” Unknown Needs – Delighters
24. Complaint Inventory: Iceberg in a Reservoir Model POTENTIALLY EXPRESSED UNEXPRESSED COMPLAINTS EXPRESSED EXPRESSED
35. As a result of this engagement, they were shown what immediate steps they need to take to reduce poor customer service experiences such as reducing hold time, reducing transfers, reducing the number of times customers call back, and clarifying which employees “own” problems. They also were shown how a system for automatically escalating problems that do not get solved would lessen churn. This phone carrier had long understood, at a high level, the main drivers of Local Telephone service churn. Their knowledge of this problem was based on a predictive model they developed that identifies event-related factors that lead to Customer Churn. Nevertheless, they had found some gaps in their understanding of Churn. Specifically they needed to understand these reasons at a deeper level. They needed an understanding of the attitudinal factors that contribute to churn. Turning to Harris for help, 600 interviews with current and churned customers were done focusing on reasons for dropping service(s), importance of key carrier attributes, likelihood of returning to the client company, what, if anything, our client could do to win their business back, word-of-mouth behaviors. The research revealed the following combination of negative customer experiences that undermined their customer relationships: While non-competitive prices are the major reason customers leave, it is poor service that keeps them away. Among Churned customers who left mostly or solely because of price, they will reconsider our client. However, Churned customers who had poor service experiences, and particularly those who felt our client violated their trust or made them feel unimportant, are far less likely to reconsider this carrier. Business Issue: Stop Customer Churn
38. Win-Back Pays Source: Customer Marketing Research Study Probability of a Successful Sale NEW PROSPECT EXISTING CUSTOMER LAPSED CUSTOMER 5 - 20% 60 - 70% 20 - 40%
39. Win-Back Pays: Documented Example Doubleday Direct EXTERNAL LIST/NEW CUSTOMERS EXPIRED MEMBERS $13 $60 23% 214% Net Per Order Net R.O.I . Mailing
42. “ I have a phone line downstairs in my home that I use for occasional business purposes. Never a long distance call. And about every six months, I get an offer I can’t refuse and I switch the thing from one long distance carrier to another .” Source: Customer Winback by Griffin and Lowenstein “ Why would they even want me?”
43. High Future Value of Recovered Customer The value of the relationship once the customer is regained. Second Lifetime Value (SLTV)
44. Second Lifetime Value Calculation Orders per year x Average order = Base revenue Cross-sell $ + Information value $ = Total Revenue Costs (direct, Win-Back, retention) = Gross Profit ADD MINUS
Introduction: In this training session I am going to talk to you about SRC’s Customer Churn & Winback solution—1) what is the business issue it addresses, 2) our conceptual POV, 3) a description of the solution, 4) at a high level how we execute it, and 5) examples of the deliverables and follow up consulting services. In so doing, I’m going to discuss how to talk and sell this solution to clients. Let’s start with who is the client for this solution? It is every client. At some point in the customer lifecycle some percentage of customers are going to leave for a variety of reasons. This is not something that any organization can ignore, because the organization’s reputation and financial well-being are at risk. In terms of differentiation, this is not a business issue that has any one common solution like we have with measuring loyalty or tracking how well an organization is meeting customers’ expectations. I believe we have some fairly good analytical approaches that provide the basis to say that we have a very robust, actionable offer. Let’s begin.
In these first series of slides we want to set the context for our solution. We want to set up the foundation for our proposition by telling them what is the marketplace environment and business issue about which they need to be concerned and for which our product is the answer. In short, this is where we tell them why they absolutely need our solution.
To begin, it is no longer business as usual. Bad economy businesses and people’s pocket books are shrinking. Every dollar spent has to be justified Word-of-mouth phenomena mean that organizations no longer control the conversations in the marketplace about them. Stakeholders do. Everything is starting to look the same. The playing field has expanded to be global. There is always someone else out there who will build a better mouse trap and sell it for less. We have become far more cynical and less civil in our views. Stakeholders Pop-Up What this means that stakeholders are more empowered and more sophisticated than ever.
We have seen this slide before. When a company’s brand promise matches an individual’s or business’ needs/wants/values, that is the extent to which that individual or business will be attracted. However, should their experiences with that organization fail to live up to the brand promise and, therefore, fail to meet the customer’s expectations, that is the extent to which that customer is at-risk and will leave. Given this background; this situation, our Churn & Winback product is one of our solutions to enable organizations to address this situation.
The problem is that organizations ultimately execute poorly against some or all of their stakeholders’ expectations, starting with the very fundamental problem of not knowing what stakeholders expect in the first place. Earlier we talked about how our Touchpoint Experience Design solution addresses this specific issue. The success of executing stakeholder experiences is contingent on linking strategy, staff and operations; all of which must be synchronized with each other and should be continually informed by stakeholder input and feedback. At some point in the customer’s lifecycle with any brand or company, the relationship will sour. And when that happens, we have Customer Churn.
Paraphrase bullets
This is some figures from research conducted by Jill Griffith. Jill is an expert on Customer Churn and winback and has collaborated on books and articles with our Michael Lowenstein. Paraphrase bullets. There is a risk for not being more attentive to this issue as we will see next.
Paraphrase bullets.
In the realm of managing Stakeholder relationships there are 5 basic questions that our clients face. READ THROUGH EACH.
For each of these 5 questions we have a unique, highly competitive offering.
Let’s now look at the Churn & Winback solution—what it is, how we do it, what we give to clients and how we can support them following the survey.
READ THE DEFINITION. Here we want to stress a few points: The actionability of the offer The fact that we can capture some of the nuances of defection. For example, we do not simply list the reasons, but can show what combination of negative experiences can adversely impact customer loyalty. We also can help our client design strategies to winback lost customers.
Paraphrase bullets. We want to stress the fact that we have a 360 degree perspective on the issue. Not only do we want to hear from customers, but we also want to hear form internal stakeholders on why they think customers are leaving. And, as in our other solutions, we can go beyond the research and help drive the learning through the client organization.
Sampling It is important that we not only survey lost customers, but current ones as well. The main reason is that: We need to ascertain whether those who have left are unique or representative of a larger pool of existing customers who therefore may be at-risk. Questionnaire We have no canned or obligatory battery of questions that must be asked. We simply have a protocol Analyses This is the heart of our offering and where we can demonstrate expertise on the topic.
First and foremost we want to identify what, if any, differences are there between churned customers and existing ones. Again, this helps us to identify whether the churned customers are unique and perhaps a small group or, instead, represent a larger embedded group of existing customers who may be at-risk.
Customer churn is rarely a result of some isolated experience. Rather, it may be a combination of performance events and/or customer characteristics. Here we create a model to identify the combination of events and/or customer characteristics that are most “toxic” in terms of leading to customer churn. It identifies key differences among customers, contrasting those who stay with those who have dropped some services, and those who have defected entirely. Go through the example. In this example, it may be that small professional services firms had a need for more personalized contact.
A cornerstone of our corporate value proposition is to be councilors to our clients. Accordingly, we want to and can provide services to them beyond the collection, analysis and reporting of the survey data. One can execute wonderful research only to fail in terms of its actionability. This creates a sweet spot for us in terms of an added value service we can provide. Lack of actionability can occur at our end with analyses and reporting that fails to adequately tell our clients what they need to do. Lack of actionability also can occur on the client’s end in their inability to take what we have given them and act on it. In addition to the kinds of actionable analyses and reporting that we have just seen, we also can work with our clients to help them translate the research into actionable activities.
Two points here should be emphasized: We help drive the learning We show our clients how to use this knowledge
Let’s now look at a case study. Our client here is Emerson.