A terrific piece of work delivered at AMA ServSig Doctoral Consortium Taipei 2013 National Taiwan University, Taipei, Taiwan — July 3-4, 2013 by Lerzan Aksoy & Timothy Keiningham
Your company is going through a transformation, because your customers are demanding more. Whether you’re striving to deliver on your brand promise or reacting to digital disruption with innovative delivery models, your strategy needs to keep pace with the next-gen customer. Who is that next-gen customer and how will you win their loyalty?
Watch this informative webcast to explore how:
Digital transformation is driving the top 10 CXO boardroom priorities for 2015.
Effective customer lifecycle management delivers better business outcomes for next-gen customers and top-line growth for your company.
Using data-driven insights is the secret to engaging and keeping the next-gen customer.
Pages Consultancy - Talent Acquisition Services Across All IndustriesPages Consultancy
Offering the Best in the Industry Talent Acquisition Services. At Pages Consultancy, we source the best-matched professionals for your optimum business growth. We offer candidate recruitment services across all industries
Why Human-Centered Design Should Be On Your Radar?Shyvee Shi
What is human-centered design, and why is it important to you? What is the business value of design? Come and learn why you want to employ human-centered design in your organization.
What do you get when you join the best of enterprise architecture and service design into one framework? Cohesive enterprise design, a holistic business design framework by Zilver innovation and Cohesion360.
It’s time to focus your workplace productivity strategy where it matters most
Critical to the success of workplace transformation efforts - and being able to demonstrate results - are understanding what productivity means for your business, what behaviors drive it and how the workplace can support it. Our latest research outlines how you can start the journey toward designing a workplace strategy that drives real value for your organization.
Your company is going through a transformation, because your customers are demanding more. Whether you’re striving to deliver on your brand promise or reacting to digital disruption with innovative delivery models, your strategy needs to keep pace with the next-gen customer. Who is that next-gen customer and how will you win their loyalty?
Watch this informative webcast to explore how:
Digital transformation is driving the top 10 CXO boardroom priorities for 2015.
Effective customer lifecycle management delivers better business outcomes for next-gen customers and top-line growth for your company.
Using data-driven insights is the secret to engaging and keeping the next-gen customer.
Pages Consultancy - Talent Acquisition Services Across All IndustriesPages Consultancy
Offering the Best in the Industry Talent Acquisition Services. At Pages Consultancy, we source the best-matched professionals for your optimum business growth. We offer candidate recruitment services across all industries
Why Human-Centered Design Should Be On Your Radar?Shyvee Shi
What is human-centered design, and why is it important to you? What is the business value of design? Come and learn why you want to employ human-centered design in your organization.
What do you get when you join the best of enterprise architecture and service design into one framework? Cohesive enterprise design, a holistic business design framework by Zilver innovation and Cohesion360.
It’s time to focus your workplace productivity strategy where it matters most
Critical to the success of workplace transformation efforts - and being able to demonstrate results - are understanding what productivity means for your business, what behaviors drive it and how the workplace can support it. Our latest research outlines how you can start the journey toward designing a workplace strategy that drives real value for your organization.
Developing a World Class Customer Success Organization Gainsight
Is your company adopting customer success but doesn’t know where in the organization it fits? Should customer success live under sales, marketing or product? How should you account for customer success? Watch Lincoln Murphy, Customer Success Evangelist, as he deep dives into issues such as:
The common mistakes when starting out (and how to avoid them)
How logical customer segmentation is key to effective coverage levels
Why the ideal characteristics of CSMs vary across customer segments (and how to plan for that)
And much more...
In Lincoln’s previous webinar, “Developing the Ultimate Customer Success Strategy” he discussed the value of implementing customer success at your company and why minimizing your attrition rate through customer success is imperative to any modern business. This is the next evolution of the discussion, taking the theory into practice.
Customer Journey Measurement: 5 Steps to Analyze & Improve CX the Right WayPointillist
You need to improve customer experience, but where should you focus your efforts? You know customer journeys matter, but unless your company is the exception, you probably don’t know how well each customer journey performs. The solution is to evolve from traditional CX measurement to journey measurement, so you can better assess and predict journey performance.
View this information-packed presentation featuring Forrester VP and Principal Analyst, Joana van den Brink-Quintanilha, to:
- Understand the importance of building a measurement framework for assessing journey performance
- Learn a five-step process for building a journey measurement framework
- Get actionable tips on how to get started with journey measurement to improve your existing CX measurement program
QuestionPro TribeCX Webinar - Introduction to Customer Experience Part 1: CX ...QuestionPro
Introduction to Customer Experience Metrics: Which Metrics Should I Use?
Deciding where to start when measuring Customer Experience can be overwhelming, even for those with years of experience. The first place to start is measuring your key CX metrics through collected feedback. But when it comes to a qualitative concept like CX, how exactly do you measure it? What kinds of metrics should be used?
In Part One of the webinar, David Hicks, CEO of TribeCX will share some common metrics that companies with successful CX programs use to evaluate and measure their customer experience.
You'll learn about:
• CX metrics such as Net Promoter Score (NPS) and Customer Effort Score (CES)
• Choosing the most appropriate and valuable metrics, based on your customers and organization
• Best Practices for measuring and managing your CX metrics
In uncertain times, companies are turning to their finance leaders for holistic modeling, forecasting, and analysis. Some call this extended planning and analytics (xP&A). We call it company-wide planning. Learn how you can extend planning across all functions to respond faster to evolving requirements in a changing world.
Smart Scaling - Presentation to Lean Startup Circle Montreal Nov 14 2017Davender Gupta
Davender Gupta is developping a strategic approach to help startups enter their first market and scale using Lean Startup principles. His approach reduces risk and accelerates progress while being agile and resilient.
This is a project he is working on as part of his Executive MBA course at McGill-HEC Montréal.
YouTube of the presentation: https://youtu.be/oMfXwXkrZhI
For more information: Davender Gupta davender@davender.com
This is a version of a work in progress
(c)2017 Davender Gupta. All rights reserved.
These are slides I used to keynote the inaugural MarTech Delhi event in India. It covers the topic of CX (Customer Experience) and provides practical advice to build a roadmap and strategy for your organization.
Delivering a Client-Centric Culture in Professional ServicesQualtrics
Having a client centric approach is vital for business. When you have a close relationship with clients, and provide multiple services to them, both parties benefit— cost of delivering services decreases and time in acquiring services is shortened.
Customer centricity is about understanding what the clients business drivers are; to walk in their shoes; to then enable you to evaluate the best mix of solutions you have within your capability, in order to help meet those business needs.
This presentation will dive deeper into client centricity and culture in professional services.
How human insights focused organizations become CX leaders UserTesting
In this webinar, guest speaker Forrester Analyst Kelly Price, and UserTesting VP of Strategic Services Janelle Estes will discuss why customer understanding driven by Human Insights is the foundation of great customer experience (CX).
To become a CX leader, it is vital to cultivate customer empathy and push more human insights to all edges of your organization. Join us to find out more about various trends in the industry today and key recommendations to facilitate your CX transformation.
You'll learn:
Forrester’s six core concepts that make or break CX leaders
Where some go wrong, shortcomings of typical approaches
How to transform into a human-insights led organization
Real-world success stories from CX leaders
A prescribed and simple sales process is key to the timely and accurate positioning of Professional Services. The attached presentation describes a simple process and techniques that have worked well for Enterprise Software companies of medium to large sizes.
Launching a Customer Success program can either be a thoughtful exercise or something that is imposed on an organization when clients start disappearing. Either way, the fundamentals of launching a program are largely the same - and are largely misunderstood. This is a review of the principles that can be relied on to get a Customer Success program off the ground and to build teams that are focused on keeping clients.
Let’s face it, the world is changing. Whether we are ready for it or not. Not only do we need to change the way we run and manage our businesses, we also need to change the way we think about our products and customers. But we can’t just ‘think’ about doing things differently – we actually need to ‘do’ things differently. Even if you don’t work in software development, you have probably heard about the management revolution caused by Agile software development. It is certainly no coincidence that the 5 largest companies in the world have adopted agile practices! But ‘being’ Agile is not about a set of development practices. We need to focus on delivering the right things for our customers, while still responding to changes both internal and external to our company. Join me as we discuss practical ways to apply the following core business Agility principles in your environment:
Delighting customers
Descaling work
Implementing enterprise-wide agility
Nurturing agility
How to use Customer Success to Predict and Drive Up-SellGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to use Customer Success to Predict and Drive Up-Sell - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Dell Boomi, Tableau, Marketo
How can we keep improving our performance when the customer keeps demanding more?
For those seeking to move beyond same old same old this is one way forward.
Outside-In The Secret was published in early 2010. Now in its 5th revision this is the story of those companies apparent 'magic' and their tricks for achieving success. This key note was delivered at the iCMG's 6th Architecture World Conference in Bangalore.
Developing a World Class Customer Success Organization Gainsight
Is your company adopting customer success but doesn’t know where in the organization it fits? Should customer success live under sales, marketing or product? How should you account for customer success? Watch Lincoln Murphy, Customer Success Evangelist, as he deep dives into issues such as:
The common mistakes when starting out (and how to avoid them)
How logical customer segmentation is key to effective coverage levels
Why the ideal characteristics of CSMs vary across customer segments (and how to plan for that)
And much more...
In Lincoln’s previous webinar, “Developing the Ultimate Customer Success Strategy” he discussed the value of implementing customer success at your company and why minimizing your attrition rate through customer success is imperative to any modern business. This is the next evolution of the discussion, taking the theory into practice.
Customer Journey Measurement: 5 Steps to Analyze & Improve CX the Right WayPointillist
You need to improve customer experience, but where should you focus your efforts? You know customer journeys matter, but unless your company is the exception, you probably don’t know how well each customer journey performs. The solution is to evolve from traditional CX measurement to journey measurement, so you can better assess and predict journey performance.
View this information-packed presentation featuring Forrester VP and Principal Analyst, Joana van den Brink-Quintanilha, to:
- Understand the importance of building a measurement framework for assessing journey performance
- Learn a five-step process for building a journey measurement framework
- Get actionable tips on how to get started with journey measurement to improve your existing CX measurement program
QuestionPro TribeCX Webinar - Introduction to Customer Experience Part 1: CX ...QuestionPro
Introduction to Customer Experience Metrics: Which Metrics Should I Use?
Deciding where to start when measuring Customer Experience can be overwhelming, even for those with years of experience. The first place to start is measuring your key CX metrics through collected feedback. But when it comes to a qualitative concept like CX, how exactly do you measure it? What kinds of metrics should be used?
In Part One of the webinar, David Hicks, CEO of TribeCX will share some common metrics that companies with successful CX programs use to evaluate and measure their customer experience.
You'll learn about:
• CX metrics such as Net Promoter Score (NPS) and Customer Effort Score (CES)
• Choosing the most appropriate and valuable metrics, based on your customers and organization
• Best Practices for measuring and managing your CX metrics
In uncertain times, companies are turning to their finance leaders for holistic modeling, forecasting, and analysis. Some call this extended planning and analytics (xP&A). We call it company-wide planning. Learn how you can extend planning across all functions to respond faster to evolving requirements in a changing world.
Smart Scaling - Presentation to Lean Startup Circle Montreal Nov 14 2017Davender Gupta
Davender Gupta is developping a strategic approach to help startups enter their first market and scale using Lean Startup principles. His approach reduces risk and accelerates progress while being agile and resilient.
This is a project he is working on as part of his Executive MBA course at McGill-HEC Montréal.
YouTube of the presentation: https://youtu.be/oMfXwXkrZhI
For more information: Davender Gupta davender@davender.com
This is a version of a work in progress
(c)2017 Davender Gupta. All rights reserved.
These are slides I used to keynote the inaugural MarTech Delhi event in India. It covers the topic of CX (Customer Experience) and provides practical advice to build a roadmap and strategy for your organization.
Delivering a Client-Centric Culture in Professional ServicesQualtrics
Having a client centric approach is vital for business. When you have a close relationship with clients, and provide multiple services to them, both parties benefit— cost of delivering services decreases and time in acquiring services is shortened.
Customer centricity is about understanding what the clients business drivers are; to walk in their shoes; to then enable you to evaluate the best mix of solutions you have within your capability, in order to help meet those business needs.
This presentation will dive deeper into client centricity and culture in professional services.
How human insights focused organizations become CX leaders UserTesting
In this webinar, guest speaker Forrester Analyst Kelly Price, and UserTesting VP of Strategic Services Janelle Estes will discuss why customer understanding driven by Human Insights is the foundation of great customer experience (CX).
To become a CX leader, it is vital to cultivate customer empathy and push more human insights to all edges of your organization. Join us to find out more about various trends in the industry today and key recommendations to facilitate your CX transformation.
You'll learn:
Forrester’s six core concepts that make or break CX leaders
Where some go wrong, shortcomings of typical approaches
How to transform into a human-insights led organization
Real-world success stories from CX leaders
A prescribed and simple sales process is key to the timely and accurate positioning of Professional Services. The attached presentation describes a simple process and techniques that have worked well for Enterprise Software companies of medium to large sizes.
Launching a Customer Success program can either be a thoughtful exercise or something that is imposed on an organization when clients start disappearing. Either way, the fundamentals of launching a program are largely the same - and are largely misunderstood. This is a review of the principles that can be relied on to get a Customer Success program off the ground and to build teams that are focused on keeping clients.
Let’s face it, the world is changing. Whether we are ready for it or not. Not only do we need to change the way we run and manage our businesses, we also need to change the way we think about our products and customers. But we can’t just ‘think’ about doing things differently – we actually need to ‘do’ things differently. Even if you don’t work in software development, you have probably heard about the management revolution caused by Agile software development. It is certainly no coincidence that the 5 largest companies in the world have adopted agile practices! But ‘being’ Agile is not about a set of development practices. We need to focus on delivering the right things for our customers, while still responding to changes both internal and external to our company. Join me as we discuss practical ways to apply the following core business Agility principles in your environment:
Delighting customers
Descaling work
Implementing enterprise-wide agility
Nurturing agility
How to use Customer Success to Predict and Drive Up-SellGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to use Customer Success to Predict and Drive Up-Sell - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Dell Boomi, Tableau, Marketo
How can we keep improving our performance when the customer keeps demanding more?
For those seeking to move beyond same old same old this is one way forward.
Outside-In The Secret was published in early 2010. Now in its 5th revision this is the story of those companies apparent 'magic' and their tricks for achieving success. This key note was delivered at the iCMG's 6th Architecture World Conference in Bangalore.
We have got to get scientific about the customer experience. CXRating.com is a new company intent on delivering that promise. Here we look at Customer Experience Mapping using the BP Groups ABACUS toolset.
The CEMMethod is widely used as the means to help organizations progress Outside In. This slideshow shares the most recent updates to this popular framework, with 38 techniques included to enhance your capabilities, individually and enterprise wide.
We all believe in creating fantastic experiences grounded in customer needs. But let’s face it—not all companies or leaders start from the same place. Our job is not only to create great experiences, but also to transform the mindset of our partners and our skeptics. How can we apply design principles of collaboration and experimentation to organizational change? Learn to infuse design thinking into every level of an organization.
Presented at Delight 2016 by Evelyn Huang, Capital One
http://delight.us/conference
Business approaches to change can be complex and chaotic. Here however we take a different view - if there is one thing that could change everything what would that be? And yes there is! Review the short deck and gain access to a complimentary book, The Process Tactics Playbook (value $200 on Amazon).
Presentation Keynote themed on Customer Centricity - relevant to Public and Private sectors. Delivered in Dubai at the Annual DEWA event.
WHAT IS THE MAGIC that creates the repeated success while meanwhile previous giants stumble and fall (think Kodak, Nokia, RIM etc.)
Design Thinking is a secret ingredient of many successful organizations. Integrating DT with CEMMethod has produced remarkable results. In this deck we review the how with examples.
BPGroups CEMMethod has now evolved to version 10. Catch the latest additions and innovations. Qualifying in the use of CEMMethod is available at http://www.certifiedprocessprofessional.com and more general information via http://www.bpgroup.org
Digitalisation is everywhere!
Your customers, your channels, your competitors become more and more digital. Your products, your insights, your employees and your operations become more and more digital. Companies can no longer imagine to do business without deep integration in the digital world.
Needless to say that both customer centricity and digitalisation will have a considerable impact on the way we conduct our business and as a consequence on the enterprise structures (process, applications, information, technology). We need to create value today and tomorrow.
In this AE foyer we shared our vision on the key elements of a digital enterprise architecture.
The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fifth year of development, the focus of this research is to better understand supply chain performance and improvement of 655 publicly held companies in 28 peer groups for the period of 2010-2017. This year there are 31 winners! At the 2018 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016Lora Cecere
Executive Overview
High-Tech supply chains serve global markets with regional preferences. They include some of the most advanced processes and strongest supply chain leadership across all industries. As a result, the value chain made more progress than others in the course of the last decade.
Unlike other value chains, all four segments of this value chain improved inventory turns. It was through hard work, network design, and a focus on planning. While other industries implemented supply chain planning and then turned to spreadsheets, this industry got good at managing inventories. The stakes were higher. As inventories sit in the channel for the High-Tech industry, prices fall. As a result, this industry has developed some of the best inventory practices across all industries.
On the flip-side, the lack of growth and the declining margins of the Contract Manufacturing industry is a risk for this value chain. Within the High-Tech value chain, Contract Manufacturing is the weak link.
The industry will drive the autonomous supply chain. These leaders will make the digital pivot first. With some of the earliest technology adopters, and with more to gain from the adoption of technology, look for companies like Apple, Cisco, Dell, EMC, Emerson, Intel, and Samsung to drive cloud-based computing, cognitive computing, the Internet of Things (IoT), sensor development, and prescriptive analytics. The industry is also driving a shift through wide adoption and use of Open Source code from the Apache Software Foundation. These manufacturing leaders will pave the way for others. Their ability to lead will drive cross-industry demand and growth agendas.
We hope that this report is a useful guide for companies in other industries to understand the impact of technology adoption on supply chain excellence.
The Supply Chain Index: Evaluating the Industrial Value Network - 18 AUG 2014Lora Cecere
Executive Overview
Supply chain performance matters. It can make or break corporate performance. Now 30-years old, the practice of supply chain management is still evolving. While companies speak of best practices, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry.
By their nature, supply chain leaders are competitive. They want to drive performance improvements and increase corporate value. Their goal is to outpace competitors. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index by Supply Chain Insights, there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
While it is easy to say the term supply chain excellence, it is difficult to define. Many people think that they know the definition, but there is no agreed-upon standard. The lack of a clear definition, and a methodology to measure improvement, makes progress hard to quantify and track.
The Supply Chain Index is designed to help. It is an objective measurement of supply chain improvement. It enables the comparison of companies’ progress within a peer group for a given time period. The Index is based upon financial performance of companies on four metrics integral to supply chain operations: Year-over-Year Revenue Growth, Return on Invested Capital, Inventory Turns, and Operating Margin. In building the Supply Chain Index, we had three goals:
1. Quantify Levels of Supply Chain Improvement. The Index is a composite metric based on the calculation of balance, strength and resiliency factors for a given time period. Each factor is measuring the pattern of performance over time. In the analysis, there is an underlying assumption that the companies that can sustain the best improvement in these three areas are driving the highest rates of supply chain improvement. The input metrics of Year-over-Year Revenue Growth, Return on Invested Capital, Inventory Turns, and Operating Margin were selected in part due to their high correlation to market capitalization.
2. Bridge the Gap between Finance and Supply Chain. Our second goal is to bridge the gap between the supply chain organization and the financial team...
2017 Supply Chains to Admire - 13 JUN 2017 reportLora Cecere
The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fourth year of development, the focus of this research is to better understand supply chain performance and improvement of 494 publicly held companies in 31 peer groups for the period of 2010-2016. At the 2017 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.
The Supply Chain Index: Evaluating the Healthcare Value NetworkLora Cecere
Executive Overview
Supply chain performance matters. It can make or break corporate performance. Now 30-years old, the practice of supply chain management is still evolving. While companies speak of best practices, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information.
By their nature, supply chain leaders are competitive. They want to drive performance improvements and increase corporate value. Their goal is to outpace competitors. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index by Supply Chain Insights, there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is.
While it is easy to say the term supply chain excellence, it is difficult to define. Many people think that they know the definition, but there is no agreed-upon standard. The lack of a clear definition, and a methodology to gauge improvement, makes progress hard to quantify and track. The Supply Chain Index is designed to help. It is an objective measurement of supply chain improvement. It enables the comparison of companies’ progress within a peer group for a given time period. The Index is based upon financial performance of companies on four metrics integral to supply chain operations: inventory turns, operating margin, Return on Invested Capital and year-over-year revenue growth. There were three goals.
1. Quantify Levels of Supply Chain Improvement. The Index is a composite metric based on the calculation of balance, strength and resiliency factors for a given time period. In the analysis, there is an underlying assumption that the companies that can sustain the best improvement in these three areas are driving the highest rates of supply chain improvement. The input metrics of inventory turns, operating margin, ROIC and year-over-year revenue growth were selected in part due to their high correlation to market capitalization.
2. Bridge the Gap between Finance and Supply Chain. Our second goal is to bridge the gap between the supply chain organization and the financial team. While the financial team is often backwards-looking at transactions, the supply chain team is forward-looking based on flows. There is often a temptation to focus on a single financial ratio in isolation, like inventory turns, not realizing that the supply chain is a complex system with tightly interrelated relationships amongst metrics based on supply chain potential.
Net Promoter Score - A 10 Slide IntroductionGenroe
We talk to lots of people about Net Promoter Score and there are many mis-conceptions about it. So we put together this brief introduction to answer the questions we hear most often.
Read the study to find out how successful organisations are able to convert high-level Analytical strategies into actions that truly deliver business value.
Executive Summary
Supply chain excellence makes a difference to corporate value. Resilient, predictable, and forward-looking supply chain processes drive sustained balance sheet improvement. This is especially true in times of declining growth. (In this research, only four industries—aerospace & defense, apparel, automotive, and packaging suppliers—experienced growth for 2009-2014.)
Leaders want to drive excellence. By their nature these leaders are competitive. They want to power performance improvements, increase corporate value, and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, supply chain leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology there is now a way to gauge improvement.
When we started this work we were fearful that the methodology would not be selective enough to reward leaders. Our fear was that the list would be too large. However, we should not have worried. For two consecutive years only 10% of the companies studied are performing above the average of their peer group on the Supply Chain Metrics That Matter—operating margin, inventory turns and Return on Invested Capital—while driving improvement to a greater degree than their peer group. It is a select group. Figure 5 shows the 26 winners of the 2015 Supply Chains to Admire analysis.
The 26 companies are: Anheuser-Busch InBev; Audi AG; Biogen Inc; CCL Industries Inc.; Cisco Systems, Inc.; Coloplast Corp.; CVS Pharmacy; Dollar General Corporation; Dollar Tree, Inc.; Eastman Chemical Company; EMC Corporation; The Estée Lauder Companies Inc.; General Mills, Inc.; Intel Corporation; Deere & Company; Lexmark International Inc.; L'Oréal Group; Nike, Inc.; PPG Industries; Qualcomm Inc.; Samsung Electronics Co. Ltd.; United Tractors; Wal-Mart Stores, Inc.; Western Digital Corporation; and Whole Foods Market Inc. (Note: Shorter corporate or trade names are used in the tables within this report.)
Seven companies have made the list for two consecutive years: Cisco Systems, Inc.; General Mills, Inc.; Eastman Chemical Company; EMC Corporation; Anheuser-Busch InBev; Intel Corporation; and Nike, Inc.
Supply Chain Metrics That Matter: A Focus on the Retail Industry - 16 FEB 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Retail industry, for the period of 2006-2015. The data is collected from YCharts.
Objective: To use financial balance sheet and income statement data to better understand the state of Grocery Retailers' and Mass Merchants' supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last decade.
Highlight: During the Great Recession retailers faced strong declines in spending. It was a critical time, but for many it was an opportunity to emerge stronger. Those who redefined their stores for the dollar-conscious customer or built new and innovative formats while driving supply chain innovation, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough.
Supply Chain Metrics That Matter: A Focus on Pharmaceutical Companies - 2016Lora Cecere
Supply Chain Metrics That Matter: A Focus on Pharmaceutical Companies – 2016
2006-2015
This report is based on analysis of financial balance sheet data and income statements for the pharmaceutical industry over the period of 2006-2015. (Data is sourced from YCharts). The report reflects insights from the pre- and post-recession periods and compares the progress of companies within the peer group(s).
RESEARCH OVERVIEW:
Report Details: This report is based on analysis of financial balance sheet and income statement data within the pharmaceutical industry, for the period of 2006-2015. The data is collected from YCharts.
Objective: To use financial balance sheet and income statement data to better understand the state of pharmaceutical supply chains and to determine which Pharmaceutical company’s supply chain did the best on the delivery of a portfolio of metrics over the last decade.
Hypothesis: The supply chain within the pharmaceutical industry is increasing in importance to deliver on the objectives of quality, drug efficacy and reliability. Risk mitigation, and counterfeiting are important cornerstones for the end-to-end supply chain vision.
Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...Lora Cecere
Executive Overview
Chemical supply chains serve global markets and multiple industries at varying levels of maturity. Over the last decade, no company stands out as a leader. The industry is stuck unable to make significant improvement on margin, inventory and asset utilization. The facts run counter to traditional beliefs. In most companies, there is a pervasive belief that Chemical and Oil and Gas companies implemented new technologies, and evolved processes to drive improved balance sheet results. As will be shown in this report, this is not true.
Why did this happen? The focus of the chemical companies remains functional and inside-out. The industry is slow to build adaptive networks and even slower to adopt demand-driven processes. This is in sharp contrast to an industry like consumer electronics where the thrusts and changes were swift and direct. To survive, these companies adopted new processes and technologies at a quicker rate than those in the Chemical, and Oil and Gas industries.
BASF wins the Supply Chains to Admire award while Statoil becomes a finalist. To help the industry to understand the current state and benchmark current processes, here we share insights.
The Race for Growth
The chemical industry experienced a post-recessionary boom with growth rates of 11% in the period of 2010-2012. In the recent three years, the growth rate has slowed to -1%. These recent growth rates were greatly affected by the boon and slowing of the Chinese markets and by the ups and down in crude. Over the period, AgroSciences and Specialty chemicals experienced the highest growth rates of the sector.
With the dramatic impact of the economy of growth and industry sector performance, one would think that the supply chain leaders of this sector would be aggressively pursuing market-driven supply chain practices to forecast based on market indicators and translate channel demand to supply. This is not the case. These processes remain very supply-centered with no chemical company driving market-driven programs.
Supply Chain Metrics That Matter: A Focus on Medical Device Companies – 2016Lora Cecere
Executive Overview
Globalization. Compliance. Risk Management. Corporate Social Responsibility (CSR). Patient outcomes. Over the last decade the number and variety of supply chain initiatives exploded for the medical device leader. As a result, the supply chain group, and the related business imperatives, grew in importance.
Overall the medical device supply chain fared better through the decade than other industries, despite the fact that they are smaller, more focused companies trying to become global. (see Table C in the appendix for company size). On average the industry performance on operating margin and inventory turns was better in 2006 than 2015. The reason? The medical device supply chain entered the decade as a supply chain laggard. Through focused supply chain programs they were able to catch up to the level of other industries.
Table 6. Industry Snapshot of Performance
We hope this report can be a guide to help companies understand what is possible, and how supply chain metrics drive value. In the medical device industry we find most companies to be stuck. They have either regressed in supply chain performance or they are at the same point they were a decade ago. For many supply chain leaders that attend conferences, this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results. The goal of this report is to enable benchmarking and to spark a new conversation on the definition of supply chain excellence.
The Supply Chain Index - Improving Strength, Balance and Resiliency - 13 MAY ...Lora Cecere
Supply Chain Metrics That Matter is a series of monthly reports published by Supply Chain Insights LLC. These reports are a deep focus on a specific industry. This was preparatory work to understand the patterns of supply chain ratios for supply chain leaders.
As shown in Figure 1, the Supply Chain Insights team analyzed 15 different industries with deep dives on their progress on the cash-to-cash cycle.
Figure 1. Supply Chain Metrics That Matter Reports Published in 2012-2014
Here we take a next step, and launch the Supply Chain Index. The Supply Chain Index is a mathematical formula that a supply chain leader can use to measure their relative performance to an industry peer group. It was built in cooperation with the Operations Research team at Arizona State University (ASU).
This methodology was designed to measure the balance, strength and resiliency of a company’s supply chain from an objective financial perspective. It is a measurement of supply chain improvement during the period of 2006-2012. In April 2014, we published an in-depth look at the resiliency metric: Supply Chain Metrics That Matter: Improving Supply Chain Resiliency. In this report, adding strength and balance, we examine the calculation of these three values in tandem.
The supply chain is a complex system with increasing complexity. Here we analyze how companies made trade-offs over a period of several years in balancing growth, profitability, cycles, and complexity. Many of the trade-offs were unconscious. As complexity rose, it became more difficult for companies to manage the intersection of growth and inventory turns. For leaders, as you will see in this report, the trade-offs were conscious.
Within the world of Supply Chain Management (SCM), each industry is unique. We believe that it is dangerous to list all industries in a spreadsheet and declare a supply chain leader. Instead, we believe that change needs to be measured over a number of years with a focus on an industry peer group. Here we define, and demonstrate, how the Supply Chain Index can be used to measure supply chain performance. To help the reader, we share insights on three industries—chemical, consumer packaged goods and pharmaceutical—using the methodology.
Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2015Lora Cecere
Executive Summary: Current State of the High-Tech Industry
Globalization. Commodity inflation. Margin squeeze. Economic uncertainty. Warranty issues. Shortening product life cycles. Recalls. Labor arbitrage and outsourcing. The list of market pressures could go on and on, but one thing is clear: the high-tech industry was redefined over the course of the last decade. In Table 4 we show the progress of discrete industries for the periods of 2006-2014 and 2011- 2014. Notice there is more red (lack of progress) than green (progress) in the industry trends.
Table 4. Supply Chain Performance by Industry within the Discrete Industries
High-tech companies have the most advanced practices for inventory management, planning and analytics. They are just treading water (keeping slightly ahead of the market dynamics). The rate of change drives innovation. Within this industry there are more supply chain innovators taking a hard look and driving the adoption of prescriptive analytics and canonical value network infrastructures.
Taking a closer view at the value chain of the sub-industries within high-tech, i.e. consumer electronics, B2B Electronics, and semiconductor industries, the impact of the industry drivers and the importance of supply chain performance becomes clearer.
Table 5. Supply Chain Performance by Industry within the High-Tech Sector
The entire value chain is struggling to maintain margins and improve inventory turns. For consumer electronics and B2B electronics, growth is down, operating margins are degrading and inventory turns worsening. Supply chain matters more than ever.
Similar to NPS - Dead in the Water (Terrific Paper 2013) (20)
Customer Centricity has taken center stage for enterprises seeking to transform for the digitial age. Managing proactively Customer Experience wins the Triple Crown - Lower Costs, Higher Revenue and Enhanced Service concurrently.
Customer Experience Management (CEM) is the at the forefront of business success today, however many organisations struggle to reconcile customer journey mapping and process management/excellence. The two apparently opposing views of the organisation create a breakdown in understanding how to deliver and consistently apply CEM to win the triple crown - lower costs, increase revenues and enhance service simultaneously.
CEM when applied correctly delivers the promise and provides a unified view of the organisation - from both the customer and the internal perspectives. You can see this in half a dozen slides, and share with colleagues who are passionate about deliver business success.
Gutenberg gave the world the modern printing press and with it the resulting explosion of texts that could be distributed to everyone. The last decade has witnessed the same phenomena with the convergence of technologies. For instance the smart phone now enables communication and knowledge exchange by anyone anywhere. The impact is only just being felt, however it is transforming the planet. The Gutenberg Impact.
The PEX event discussed why BPM so often fails. This presentation reveals why that is so, and then demonstrates how, by following a well trodden path we can all get it right.
It is BPM Jim but not as we know it!
Business has changed. It isn't about new rules - it is about a new game. The Customer Experience is the Process and evolving Outside In is a pre requisite to success. It is Six Sigma on Steroids.
Keynote Presentation by Steve Towers (steve.towers@bpgroup.org) featuring the latest research from the BPM and Process Excellence community.
Delivered in Sydney, Australia.
BP Groups 18th Annual Conference featured tremendous presentations.
We looked at the latest in Process Excellence and this is Steve Towers contribution :-)
The CEMMethod ORCA toolkit is a Process Governance resource. Originally launched in 2004 now significantly updated to this version.
For more see www.cemmethod.com and www.oibpm.com
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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.
[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
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Research Journey
Our Investigation of the
Net Promoter Score
AMA ServSig Doctoral Consortium Taipei 2013
National Taiwan University, Taipei, Taiwan — July 3-4, 2013
Lerzan Aksoy & Timothy Keiningham
Lerzan Aksoy
Associate Professor of Marketing
FORDHAM UNIVERSITY
Timothy Keiningham
Global Chief Strategy Officer
IPSOS LOYALTY
2. The Team
Tor Wallin Andreassen
Professor of
Marketing
Norwegian School of Management
Lerzan Aksoy
Associate Professor of
Marketing
Fordham University
Timothy Keiningham
Global Chief Strategy
Officer
Ipsos Loyalty
Bruce Cooil
The Dean Samuel B. and Evelyn R.
Richmond Professor of Management
Vanderbilt University
3. “A Longitudinal Examination of Net Promoter and Firm
Revenue Growth,” Journal of Marketing, July 2007
2007 MSI H. Paul Root Award
4. “The Value of Different Customer Satisfaction and Loyalty Metrics in
Predicting Customer Retention, Recommendation, and Share-of-Wallet,”
Managing Service Quality, 17 (4), 2007
2007 Outstanding Paper (Best Paper) Award
7. Net Promoter Score Featured in the
Harvard Business Review, MIT Sloan Management
Review, and the book The Ultimate Question
8. How to Calculate a Net Promoter Score
Ø Net Promoter asks one question, “Would you
recommend us to a friend or colleague?” that
customers answer on a scale of 0 to 10.
Ø Responses are grouped into three categories:
Detractors, Passives and Promoters.
Ø Subtract Detractors from Promoters and you have a
Net Promoter Score.
0 1 2 3 4 5 6 7 8 9 10
Likelihood to Recommend
Not At All Extremely
Likely Neutral Likely
Detractors Passives Promoters
Promoters Detractors Net Promoter
9. Net Promoter Is Sold As “The Single Most Reliable
Indicator” Of Firm Growth
http://www.netpromoter.com/
10. Reichheld’s Analysis
Reichheld, in partnership with
Satmetrix and Bain & Company,
conducted both a micro (customer-
level) analysis and a macro (firm-
level) analysis as part of his Net
Promoter research.
11. Key Findings from Reichheld’s Macro-level (Firm-Level)
Analysis
“Net Promoter is the “single most reliable indicator of a
company's ability to grow.”
• Net Promoter links to firms’ relative growth rates
within their respective industries
• Net Promoter leaders outgrow their competitors in most
industries by an average of 2.5 times.
• A twelve-point increase in Net Promoter leads to a
doubling in a company’s rate of growth on average.
• The key finding of this research is that firms need
only track Net Promoter if the goal is firm growth.
Reichheld, Frederick F. (2003), “The One Number You Need to Grow,” Harvard Business Review, vol. 81, no. 12
(December), 46-54.
Satmetrix (2004), “The Power Behind a Single Number: Growing Your Business with Net Promoter,” Satmetrix Systems
white paper <http://www.satmetrix.com/pdfs/netpromoterWPfinal.pdf>
12. Two Key Findings from Reichheld’s Micro-level
(Customer-Level) Analysis
“The likelihood to recommend question proved to be
the top correlate to actual customer behavior 80% of
the time” (Satmetrix 2004).
“More explicitly, if customers reported that they were likely to
recommend a particular company to a friend or colleague, then
these same customers were also likely to actually repurchase from
the company, as well as generate new business by referring the
company via word-of-mouth.”
Recommend intention is the only variable needed to
predict customers’ loyalty behaviors.
Reichheld states, “Interestingly, creating a weighted index – based
on the responses to multiple questions and taking into account the
relative effectiveness of those questions – provided insignificant
predictive advantage.” (Reichheld 2003).
Reichheld, Frederick F. (2003), “The One Number You Need to Grow,” Harvard Business Review, vol. 81, no. 12
(December), 46-54.
Satmetrix (2004), “The Power Behind a Single Number: Growing Your Business with Net Promoter,” Satmetrix Systems
white paper <http://www.satmetrix.com/pdfs/netpromoterWPfinal.pdf>
14. We Obtained Data to Replicate the Micro-Level Analysis
from a Large Market Research Firm
• We examined data from a two-year study of
over 8,000 customers of firms in one of three
industries: retail banking, mass-merchant retail,
and Internet service providers (ISPs).
• Individual customer ratings of common
satisfaction and loyalty metrics were monitored
over two years.
• In the second year of the study, customers’
purchasing (retention and share-of-wallet) and
recommendation behaviors were also tracked.
15. Our Findings from the Micro-Level Analysis
Customers’ future loyalty behaviors are
distinct (retention, share of wallet, and
word of mouth). As a result,
no single measure adequately
predicted customers' future loyalty
behaviors
16. Finding Valid Firm-Level Multi-Industry Longitudinal Data
for the Macro-Level Analysis Proved Difficult
• The American Customer Satisfaction Index (ACSI)
does not ask a recommend intention question
• Fortunately, we were able to obtain equivalent
data to that used by Reichheld from the
Norwegian Customer Satisfaction Barometer
(NCSB) .
• We used 15,500+ interviews from the NCSB to
replicate the macro-level analysis
17. Our Findings from the Macro-Level Analysis
No single measure did an
adequate job of predicting firm
growth.
For example, Net Promoter was
only best 2 out of 19 times!
18. Possible Research Bias?
We examined potential factors that
could have caused our results to
differ, however, none appear
plausible.
Based upon our analysis, it is
difficult to imagine a scenario
whereby Net Promoter would be
classified as the superior metric.
20. How Can We Make and Apples-to-Apples Comparison?
• Without access to the raw data used by
Reichheld, it is impossible to know with
certainty if the variables under
consideration were examined fairly.
• There is, however, one opportunity to
compare Net Promoter to one metric that
Reichheld examined and criticizes: the
American Customer Satisfaction Index
(ACSI).
21. Reichheld Specifically Targets the American Customer
Satisfaction Index as Inferior in His HBR Article
Our research indicates that
satisfaction lacks a consistently
demonstrable connection to
actual customer behavior and
growth. This finding is borne out
by the short shrift that investors
give to such reports as the
American Customer Satisfaction
Index. The ACSI, published
quarterly in the Wall Street
Journal, reflects customer
satisfaction ratings of some 200
U.S. companies. In general, it is
difficult to discern a strong
correlation between high
customer satisfaction scores and
outstanding sales growth.
22. Reichheld Specifically Targets the American Customer
Satisfaction Index as Inferior in His Book
“Some recent evidence that there is little connection between satisfaction
scores and economic results comes from the ACSI itself, whose data used to
be published each quarter in the Wall Street Journal (under the heading of
marketing, not investing)” (The Ultimate Question, p. 85).
23. Reichheld States that Bain Research Shows a ZERO
Correlation between the ACSI and Growth
Frederick F. Reichheld (2004), “Net Promoters,” Bain Audio Presentation, (February 24), <http://resultsbrief.bain.com/videos/0402/main.html>
“A Bain team looked at the correlation between growth and
satisfaction, and found there is none.” Reichheld 2004
An R-square of 0.00
indicates absolutely no
correlation whatsoever!
The ACSI
24. An Opportunity to Compare Net Promoter and the
American Customer Satisfaction Index
§ Reichheld presents charts for three industries
that are also tracked by the ACSI: airlines, life
insurance, and computers.
§ Data showing the relationship between Net
Promoter scores and growth were
reconstructed based upon scatter-plots of the
data featured in the appendix to The Ultimate
Question (Reichheld 2006, pp. 192-194).
• To insure accuracy, the tables were scanned, and the
corresponding graphics imported into a charting software
package where they were used as background images.
• As a final check of the data, the R-square of the recreated
data was compared to the R-square reported by Reichheld --
all were identical.
§ As these data sets were specifically selected
by Reichheld to demonstrate the linkage
between Net Promoter and growth, they
clearly should reveal relationships where Net
Promoter is a superior predictor of growth to
other metrics.
25. Comparison of Net Promoter and ACSI:
Personal Computers
R2: .68
R2 (ACSI only companies*): .70 R2 (ACSI only companies*): .76
Net Promoter American Customer Satisfaction Index (ACSI)
Threeyearshipmentgrowth
670% 10% 20% 30% 40% 50% 60% 69 71 73 75 77 79
0%
-20%
-10%
10%
20%
30%
40%
0%
-20%
-10%
10%
20%
30%
40%
IBM
Dell
H-P
GatewayCompaq
Dell
H-P
GatewayCompaq
Threeyearshipmentgrowth
Net Promoters Q1 2001 - Q4 2002 ACSI 2001 - 2002
* The ACSI does not track IBM
26. Comparison of Net Promoter and ACSI:
Life Insurance
R2: .86
R2 (ACSI only companies): .83 R2 (ACSI only companies): .58
Net Promoter American Customer Satisfaction Index (ACSI)
PremiumGrowth(1999-2003)
-20% -10% 0% 10% 20% 30% 40%
5%
-5%
0%
10%
15%
NY Life
Dell
Met Life
Prudential
Net Promoters Q1 2001 - Q4 2002
Northwestern
State Farm
Primerica
73 83
5%
-5%
0%
10%
15%
NY Life
Dell
Met Life
Prudential
ACSI 2001 - 2002
Northwestern
75 77 79 81
PremiumGrowth(1999-2003)
* The ACSI does not track Primerica and State Farm
27. Comparison of Net Promoter and ACSI:
Airlines
62
R2: .68
R2 (ACSI only companies): .57 R2 (ACSI only companies): .70
Net Promoter American Customer Satisfaction Index (ACSI)
Net Promoters Q1 2000 - Q4 2002 ACSI 2000 - 2002
Threeyeargrowth
-10% 0% 10% 20% 30% 40% 50%
-5%
-10%
0%
5%
10%
60%
Southwest
Alaska
Continental
United
Delta
AMR
US Air
TWA
Northwest
Am. West
Threeyeargrowth
58 64 66 68 70 72
-5%
-10%
0%
5%
10%
74
Southwest
Continental
United
Delta
AMR
Northwest
60
US Air
* The ACSI does not track Alaska, Am. West, and TWA
30. Getting There Is Not Half the Fun?
Why do you
keep this job?
It’s killing you.
I thought
“publish or
perish” was
rhetorical.
31. Actual Quote from Co-Author
Regarding the Relentless Pressure to
Complete This Paper Quickly
“If our friendship survives
this paper, we will be
friends forever.”
32. The Reality:
If Your Topic Is Important, Someone Else Is Working On It Too!
§ Leading scientific
researchers teamed up
with J.D. Power to gather
the necessary data to
investigate the ability of
Net Promoter to predict
financial performance.
§ The results of this
research were published
in Marketing Research in
the Summer of 2007.
• Our Journal of Marketing
paper was published in
July 2007.
34. Reviewer Reaction Is Split!
The reviews of 06-263-IR, “A Longitudinal
Examination of ‘Net Promoter’ … ,” are now
in. This version was reviewed by a panel of
four knowledgeable reviewers. In addition I
read the paper carefully myself.
The reviewer reaction is split, with
Reviewers 1 and 4 recommending
acceptance, Reviewer 3 recommending
revision, and Reviewer 2 recommending
rejection.
35. The Entire Review from One
Reviewer
Reviewer Number: 2
This paper is interesting and clearly written.
Unfortunately it is not particularly scholarly.
Almost no literature is cited, no theories drawn upon, or
built upon. The introduction is high in fluff quotient.
Difficult to assess whether data differences (i.e.,
whether the Norwegian data are comparable to the
findings in Sweden and the U.S.) are attributable to
cultural differences or mere measurement issues.
Methodological techniques are far too narrow and
simple.
36. The Importance of a Strong
Editor Who Knows the Topic
I know enough about this industry to know the potential
importance of this paper in the business world, given
the surprising popularity of Reichheld’s measure
among business leaders. This paper gives proper
scrutiny to a current management fad.
…
Overall I believe that the positives of the paper, noted
clearly by the reviewers, far outweigh the negatives. …
Because of this, based on the reviewers’ evaluations
and my own reading, I am pleased to conditionally
accept your paper for publication in JM.
38. Getting the Word Out
We researched every article and
blog post we could find that had
written on Net Promoter.
We personally contacted every
one of these authors to let them
know the findings of our research.
48. The Keiningham-Aksoy Guiding
Principles for Writing & Publishing
1. You never know what will get accepted, so work on lots of
things simultaneously.
2. You cannot be an expert at everything, so
a) build great teams, and
b) do everything you can to make your teams successful.
§ Work with people you like, and who are committed to working as
a team.
3. Faster, faster, faster! A slow paper is an idea that will be
published first by someone else.
4. Get your paper published! Our personal addition is “even if
it is on a cereal box!”
§ Everything you write cannot be a Tier 1 paper, but if your
research was important enough for you to conduct and report,
then it needs to be in print.