Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
A detailed investigation to validate the popular marketing concept of custome...Charm Rammandala
Understanding customers expectation is one of the fundamental factor’s to retain in the business, whether the business is a service provider or a manufacturer. Simply because if a business fails to understand the customer needs and satisfy the expectations, its running the risk of losing customers instead of gaining. Unsatisfied customer is a liability for any business as it will bring numerous negative outcomes. Apart from losing the business of affected customers, the bad reviews, blog posts and word of mouth will put off many more potential customers.
The notion of customer is always right is a century old concept and it’s becoming more relevant to the current market conditions than ever.
The purpose of this essay is to take an in-depth look in to the concept of customer is always right and evaluate how relevant said concept to the modern market conditions
Maximize How You Individualize: because the Journey and Outcome Matter Nicholas Kontopoulos
According to research from the Corporate Executive Board, 57% of the buying process is being completed before the first interaction with a sales person.
In recent years, a fundamental sea change has been occurring between buyers and sellers, with the former now ceasing control of the buying process. This paradigm shift has been digitally powered with todays buyers only one touch away from connecting with content or peers that can help guide them on their purchasing journey.
This presentation will explore the challenges that not only lay ahead for todays marketers, but also explore some of the ways in which innovative brands are adapting to this 'New Reality’.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
A detailed investigation to validate the popular marketing concept of custome...Charm Rammandala
Understanding customers expectation is one of the fundamental factor’s to retain in the business, whether the business is a service provider or a manufacturer. Simply because if a business fails to understand the customer needs and satisfy the expectations, its running the risk of losing customers instead of gaining. Unsatisfied customer is a liability for any business as it will bring numerous negative outcomes. Apart from losing the business of affected customers, the bad reviews, blog posts and word of mouth will put off many more potential customers.
The notion of customer is always right is a century old concept and it’s becoming more relevant to the current market conditions than ever.
The purpose of this essay is to take an in-depth look in to the concept of customer is always right and evaluate how relevant said concept to the modern market conditions
Maximize How You Individualize: because the Journey and Outcome Matter Nicholas Kontopoulos
According to research from the Corporate Executive Board, 57% of the buying process is being completed before the first interaction with a sales person.
In recent years, a fundamental sea change has been occurring between buyers and sellers, with the former now ceasing control of the buying process. This paradigm shift has been digitally powered with todays buyers only one touch away from connecting with content or peers that can help guide them on their purchasing journey.
This presentation will explore the challenges that not only lay ahead for todays marketers, but also explore some of the ways in which innovative brands are adapting to this 'New Reality’.
50 Facts That Will Make Businesses Rethink their Customer ServiceDesk
Take a look at these cold, hard facts that might persuade you to rethink how you run your organization's customer service.
Curious about Desk.com? Download this free kit to get started: http://bit.ly/FreeCustomerServiceKit
Insurance companies are great at acquisition but bad at retention. Jack Morton offers our unique POV and 5 ways insurance brands can keep more customers.
The Future of the Contact Center: Key Predictions for 2019Calabrio
With every new year comes an opportunity for businesses to surprise and delight customers. And 2019 will be no different. Companies will continue to look for ways to engage customers during every touchpoint on their journey and, in the process, will become wiser to their changing and growing demands. However, in the coming year, it’s imperative that businesses adapt to show customers that they are, in fact, listening. When businesses find the right balance between people and technology, expand how they view data, listen to their customers and meet them wherever they are—they will succeed
Brand Keys Overview - A Guide to Predictive Brand Equity and Consumer LoyaltyBrand Keys
A basic overview of how Brand Keys offers predictive brand equity, consumer loyalty and engagement metrics for companies around the world.
Our measurement methodology is considered the most accurate means of predicting sales and future in-market behavior, correlating very highly with sales and profitability, and has been independently tested and validated by the Advertising Research Foundation.
What is customer experience and why is shaping brands of today? How can you transform your business' customer experience strategy? Learn best practices for attracting new customers and encouraging customer loyalty.
Deck on the Impact on Customer Loyalty of the challenging economic, regulatory and technology environments 2009 – 2010. Publically available data were reviewed and extrapolations were made where necessary.
The Do's and Don'ts of Customer Experience Cloudcherry
Most Businesses are having to refocus and reorient themselves in order to survive in the Age of the Customer. The undeterred focus on Customer Experience is happening now more than ever and that means there is very little room for error. There are specific things you shouldn't be doing, certain very basic things you need to be really good at. So, find out what all of them are and use this knowledge to become a Customer Experience leader
La presentazione che ho tenuto all'ExperienceCamp 2010 presso Sketchin (Manno, CH) a tema percezione della "qualità" della user-experience da parte degli utenti e valore che ad essa assegniamo come sviluppatori/designer.
TNS - Shopper insight per facilitare gli acquisti: Conoscere, comprendere, a...Gabriella Bergaglio
Il processo d'acquisto è sempre più complesso e difficile da influenzare. I touchpoint informativi sono molteplici, ormai fruiti su diverse piattaforme, in un continuum di contatti che lo shopper si attende simili e coerenti nell'esperieza di fruizione. Si evidenzia l'importanza del contesto in cui viene fruito il contenuto di comunicazione, che aumenta di rilevanza se coerente con le esigenze informative dello shopper. Si prospetta dunque un importante cambio di paradigma, per tornare a crescere: occorre "facilitare" lo shopper nel processo di ricerca, comprendendo le sue motivazioni, ma anche le emozioni e le difficoltà nel soddisfare le sue esigenze d'acquisto.contesto, multicanalità
In un contesto profondamente cambiato, dove l’online è sempre più presente nelle vite dei consumatori, per vendor e retailer dell’elettronica di consumo appare indispensabile considerare questo strumento, sia come canale di vendita, sia come importante mezzo di comunicazione e leva di marketing. La soluzione appare quella di puntare su una cross canalità, ovvero l’integrazione tra più canali, scelti con attenzione per non cannibalizzare le vendite e ottimizzare le risorse a disposizione.
Contemporaneamente, tuttavia, è emersa la necessità di un maggiore dialogo tra industria e distribuzione, che porti allo sviluppo di strategie comuni. La distribuzione si trova di fronte alla necessità di rinnovarsi, non solo attraverso ristrutturazioni che conducano alla sostenibilità economia, ma anche con attività volte a differenziarsi combattendo non solo sul prezzi e convenienza, ma anche su altri terreni, non ultimo quello della competenza, sempre più richiesta dagli shopper.
50 Facts That Will Make Businesses Rethink their Customer ServiceDesk
Take a look at these cold, hard facts that might persuade you to rethink how you run your organization's customer service.
Curious about Desk.com? Download this free kit to get started: http://bit.ly/FreeCustomerServiceKit
Insurance companies are great at acquisition but bad at retention. Jack Morton offers our unique POV and 5 ways insurance brands can keep more customers.
The Future of the Contact Center: Key Predictions for 2019Calabrio
With every new year comes an opportunity for businesses to surprise and delight customers. And 2019 will be no different. Companies will continue to look for ways to engage customers during every touchpoint on their journey and, in the process, will become wiser to their changing and growing demands. However, in the coming year, it’s imperative that businesses adapt to show customers that they are, in fact, listening. When businesses find the right balance between people and technology, expand how they view data, listen to their customers and meet them wherever they are—they will succeed
Brand Keys Overview - A Guide to Predictive Brand Equity and Consumer LoyaltyBrand Keys
A basic overview of how Brand Keys offers predictive brand equity, consumer loyalty and engagement metrics for companies around the world.
Our measurement methodology is considered the most accurate means of predicting sales and future in-market behavior, correlating very highly with sales and profitability, and has been independently tested and validated by the Advertising Research Foundation.
What is customer experience and why is shaping brands of today? How can you transform your business' customer experience strategy? Learn best practices for attracting new customers and encouraging customer loyalty.
Deck on the Impact on Customer Loyalty of the challenging economic, regulatory and technology environments 2009 – 2010. Publically available data were reviewed and extrapolations were made where necessary.
The Do's and Don'ts of Customer Experience Cloudcherry
Most Businesses are having to refocus and reorient themselves in order to survive in the Age of the Customer. The undeterred focus on Customer Experience is happening now more than ever and that means there is very little room for error. There are specific things you shouldn't be doing, certain very basic things you need to be really good at. So, find out what all of them are and use this knowledge to become a Customer Experience leader
La presentazione che ho tenuto all'ExperienceCamp 2010 presso Sketchin (Manno, CH) a tema percezione della "qualità" della user-experience da parte degli utenti e valore che ad essa assegniamo come sviluppatori/designer.
TNS - Shopper insight per facilitare gli acquisti: Conoscere, comprendere, a...Gabriella Bergaglio
Il processo d'acquisto è sempre più complesso e difficile da influenzare. I touchpoint informativi sono molteplici, ormai fruiti su diverse piattaforme, in un continuum di contatti che lo shopper si attende simili e coerenti nell'esperieza di fruizione. Si evidenzia l'importanza del contesto in cui viene fruito il contenuto di comunicazione, che aumenta di rilevanza se coerente con le esigenze informative dello shopper. Si prospetta dunque un importante cambio di paradigma, per tornare a crescere: occorre "facilitare" lo shopper nel processo di ricerca, comprendendo le sue motivazioni, ma anche le emozioni e le difficoltà nel soddisfare le sue esigenze d'acquisto.contesto, multicanalità
In un contesto profondamente cambiato, dove l’online è sempre più presente nelle vite dei consumatori, per vendor e retailer dell’elettronica di consumo appare indispensabile considerare questo strumento, sia come canale di vendita, sia come importante mezzo di comunicazione e leva di marketing. La soluzione appare quella di puntare su una cross canalità, ovvero l’integrazione tra più canali, scelti con attenzione per non cannibalizzare le vendite e ottimizzare le risorse a disposizione.
Contemporaneamente, tuttavia, è emersa la necessità di un maggiore dialogo tra industria e distribuzione, che porti allo sviluppo di strategie comuni. La distribuzione si trova di fronte alla necessità di rinnovarsi, non solo attraverso ristrutturazioni che conducano alla sostenibilità economia, ma anche con attività volte a differenziarsi combattendo non solo sul prezzi e convenienza, ma anche su altri terreni, non ultimo quello della competenza, sempre più richiesta dagli shopper.
Un grosso rischio per il futuro dei retailer.cetconsultin
Nel business dove i risultati sono in buona misura nelle mani delle risorse umane non si investe in formazione !
In effetti anche la più raffinata strategia commerciale può essere vanificata da una cassiera o da un addetto alle vendite che rappresentano l’ultimo punto di contatto con il cliente nel punto vendita, e che con il loro comportamento condizionano pesantemente il rapporto tra l’insegna ed il cliente.
The term “inflection point” has multiple definitions. In differential calculus, an inflection point is a point on a curve at which the concavity changes from positive curvature to
negative curvature, or vice versa. In political science, an inflection point is a moment in history that dramatically alters a geopolitical situation, for better or worse. In business, Intel co-founder Andy Grove has described a strategic inflection point as “an event that changes the way we think and act.” Each of these definitions describes a moment at which our fortunes change — and in many cases, we can’t recognize the moment until
after it’s passed.
Answer SheetFin 331Homework 2You may wish to summarize your input .docxrossskuddershamus
Answer SheetFin 331Homework 2You may wish to summarize your input date to use for your solution if you intend to use Excel to make your computations.Optional Answer SheetName:Type Your Name HereLoanABCDLTVDescription80% LTV
Lower Rate80% LTV90% LTV Fixed 3080% LTV
5-Year ARMRateHigher RateLoanABCDDown PaymentLoan AmountMonthly Principal & InterestMonthly Mortgage Insurance PaymentProperty Taxes/monthInsurance/MonthTotal House PaymentLoan Payment used to qualify to ARMHouse Payment used to qualify for ARMHousing RatioTotal Debt to Income RatioAPR for the LoanNot RequiredDo they qualify for this loan?Down PaymentClosing CostsPrepaid Finance ChargesTotal Cash to CloseAnalysis of Your CalculationsType Your Name HereCalculate the difference in the cash required to close and the total monthly payment for the 30 year loan with the higher rate and the 90% loan with mortgage insurance.Additional Cash to Close
[Loan B Less Loan C]Additional Monthly Pmt
[Loan B Less Loan C]Should these buyers take the 90% loan and use the reduced cash to close to pay off their student loans? Explain you recommendation.Consider the ARM loan.What is the balance after 5 years?What is the maximum possible principal and interest payment on that loan in year 6, when the rate adjusts?Which Loan option would you recommend? Loan Why do you suggest this option?
Check YES
Check NO
R E P R I N T N U M B E R 5 4 4 0 9
S U M M E R 2 0 1 3 V O L . 5 4 N O . 4
How to Drive Customer
Satisfaction
By Rolph E. Anderson, Srinivasan Swaminathan and Rajiv Mehta
INTELLIGENCE
SUMMER 2013 MIT SLOAN MANAGEMENT REVIEW 13COURTESY OF WE FASHION
Savvy company executives
know that some of their greatest
and potentially most enduring
assets are their long-run cus-
tomer relationships. Trying to
sustain a competitive advantage
with new products is a frustrat-
ing game, where short-term
leads often erode quickly. But by
satisfying customers, compa-
nies can nurture long-term
relationships and customer
loyalty. What’s more, a small in-
crease in customer loyalty can
make a big difference in com-
pany profits. McDonald’s, for
example, calculated back in the
1990s that just one additional
visit per week by “heavy users”
would boost annual sales by
more than $10 billion dollars.
Blending Bricks
and Clicks
In retailing, customer loyalty
cannot be achieved for long by
keeping customer interactions
online distinct and separate from
those offline. Many consumers
have largely merged their shop-
ping to the extent that they go
back and forth between online
and offline retailers. They may
start out by looking at desired
products in a store, go online to
check out the products further,
then decide to buy them from an
online seller such as Amazon. Or
they may start searching online,
then go look at the items offline
at a Wal-Mart or Target store,
and perhaps buy them there
because they’re immediately
available. Si.
Get Loyalty Smart - Sectors of Opportunityemmersons1
Brands are starting to rethink what loyalty means for their customers, and this week, we look at a the range of strategies that different sectors are adopting.
19 Customer Experience Statistics for 2019iperceptions
This infographic looks at 19 CX stats every CX professional should know in 2019, and how much great or bad Customer Experience can impact your bottom line.
Communications Service Providers (CSPs) live in a world where penetration rates are over 100 percent in most markets and consumers have multiple different — yet relatively similar — choices.
As CSPs strive to retain customers, they are finding that traditional marketing techniques no longer generate sufficient returns. Instead, they are turning to the concept of Customer Value Management with one-to-one personalization as a way to generate more value from their existing subscriber base.
This article discusses the importance of understanding Customer Value Management and offers five key recommendations to improve customer interactions and deliver value back to the business.
These insights are based on a podcast discussion among Jeriad Zoghby of Accenture Interactive, Dr. Rob Walker and Tom Erskine of Pegasystems.
Learn more: http://www.pega.com/solutions/by-industry/communications-and-media
How To Transform Digital Customer Experiences For The Connected CustomerBrian Solis
The gap between the traditional customer and digital customer is only widening. The technology required to deliver an effortless omnichannel customer experience (CX) is very different than the setup required for traditional customer engagement. How you invest in digital transformation and CX can be the difference between a compelling competitive advantage and market irrelevance. Leading digital analyst, author and keynote speaker Brian Solis partnered with Genesys to develop a guide to help businesses identify critical gaps and close the loop in digital transformation. The ebook covers...
Top challenges facing digital transformation
Digital Customer Experience Transformation Checklist
Digital CX strategies industry leaders are adopting to deliver delightful and intuitive CX
Patient Loyalty: What it Takes to Earn Their Loyalty Sallie Burnett
Patient Loyalty Is Up for Grabs
Recent research showed consumers are just as likely to switch healthcare providers as hotels if they don’t get responsiveness and convenience. In fact, 61% would switch providers to get an appointment quickly. 52% would switch to get an appointment at a convenient location.
Those healthcare providers that develop strategies, capabilities and analytics to enable the key elements of a superior patient experience—speed to access, convenience, information transparency and personalized service— will be best positioned to outperform their peers.
This presentation gives you insight into the current healthcare marketplace and seven best practices for building patient loyalty.
Accenture research reveals how transforming to a living business enables insurance companies to achieve sustainable growth through hyper-relevance. To learn more visit: https://www.accenture.com/us-en/insights/insurance/living-business
How to Audit Your Loyalty Marketing StrategiesSallie Burnett
Consumers have so many choices in the world and generally edit their possibilities and maintain their own manageable menu of brands they trust. These brands are said to be in the “inner circle”. The inner circle is like your favorites or bookmark list on your computer. In our age of information and global competition, companies are looking to loyalty programs to put themselves in the customer’s inner circle.
So how can you strengthen the customer’s connection with the brand and putt you in the customers inner circle of favorite brands? Find out in this new complimentary white paper by Customer Insight Group, Inc.
Moving Beyond Customer Experience Towards Customer EngagementSeymourSloan
In a changing market, we need to look at how customers are managed within businesses. For too long the debate was around experience, which ignored the richness of the opportunities available to really build relatioinships with customers. Rather, we suggest looking at the model from an engagement perspective and understanding how to make the relatioinship multi-way.
AGE OF EXPERIENCE, TRENDS RESHAPING THE FUTURE OF CUSTOMER SERVICE, by Gesner...Gesnerf
This report is the result of collaboration between Sitel’s employees and stakeholders from around the globe. Our company is now providing services through more than 61,000 employees in 21 countries on behalf of some of the best known brands in the world in the most diverse number of industries with global solutions that include customer acquisition, customer care, technical support and social media programs.
The question we try to address in this report is: how is the Customer Relations responding in 2015 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report will address the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
Similar to Tns - Why simply the best isn't always right (20)
8 Consumer Trands challenging Brands for 2016 - Tns IAB Forum 2015 / seminar ...Gabriella Bergaglio
8 Consumer Trends che impattano drasticamente sul modo di fare Marketing e di far crescere i Brand. Introduzione di Federico Capeci al Seminar Spotify di IAB Forum 2015 http://www.tns-global.it/news-center/news/new-audio-un-percorso-meglio-comprendere-lopportunit%C3%A0-generata-dallincontro-tra-rad
According to a TNS Italy study on Sharing Economy (more info at http://www.tns-global.it/news-center/news/sharing-economy-italia ) 70% of Italians know Sharing Economy and 25% claim to use it already. Openness to sharing products and services is high and 22% of non users will be eager to do in the future - 18% if more info and guarantees.Usage is growing (it was 22% in 2014 - about 1 million people) and service most used are peer-to-peer exchanges of products (\10%), accomodation (10%), mobility /sharing travel costs (9%), mobility/service of sharing cars by companies (9%), mobility/sharing services by individuals with charge (8%), Cultural services sharing (8%), crowdfunding (7%).
Tns _L'evoluzione del Brand Tracking_Webinar _Settembre 2015Gabriella Bergaglio
I brand si trovano oggi ad affrontare nuove sfide, in una situazione di mercato in continua e rapida evoluzione che negli ultimi anni ha messo tutti a dura prova.
In questo quadro di incessante cambiamento, gli approcci tradizionali alle ricerche di mercato sono destinati all’estinzione se non si trasformano, adattandosi al contesto contemporaneo. Le aziende hanno bisogno di avere insight che possano anticipare i possibili cambi di preferenza dei consumatori. Le ricerche di mercato sono state ideate in tempi in cui l’esigenza conoscitiva era elevata. Questo tipo di indagini così come erano state pensate, oggi sono anacronistiche con tempi di delivery che non incontrano più le necessità del marketing e budget dedicati sempre più ridotti.
Ecco perchéTNS propone un nuovo sistema di studio del Brand Tracking (http://www.tns-global.it/news-center/news/webinar-online-future-tracking-il-valore-dellintegrazione-con-i-social-data) in modo da offrire ai suoi clienti i benefit che possono arrivare oggi dalle nuove tecnologie e dal mondo digital in senso più ampio.
I nuovi sistemi di monitoraggio del brand si devono adattare a un approccio integrato che utilizza informazioni provenienti da più fonti, con una crescente componente basata sui dati social. Per questo, la nuova struttura dei tracking prevede:
una spina dorsale costruita sui dati social & search, con la possibilità di fruire i dati in tempo reale
un disegno di ricerca tradizionale più leggero ed efficace
Questa impostazione, più snella e efficiente, permette di liberare risorse per realizzare nuovi moduli integrativi, di arricchimento e approfondimento. Per info http://www.tns-global.it/competenze/brand-communication )
Come le emozioni amplificano empatia e coinvolgimento. Anche i Brand possono valorizzare il portato emozionale per creare irresistibilità. TNS, attraverso il modello di studio NeedScope, supporta i Brand nelle diverse aree strategiche analizzando bisogni ed emozioni sottesi ai diversi posizionamenti delle marche
TNS - Nuovi strumenti per una comprensione più completa della Customer Experi...Gabriella Bergaglio
Nuovi strumenti per nalizzare la CX in modo più completo e neutrale: la Narrative Clip ed il social TRI*M. Il coinvolgimento del consumatore come storyteller della propria esperienza nell’acquisto o fruizione di servizi. L’osservazione non intrusiva, e in ambiente naturale, svela i percorsi e i bisogni del cliente offrendo spunti per l’ottimizzazione della narrativa del marchio e il customer care. La combinazione dei risultati delle indagini ‘classiche’ e dei ‘social data’ offre un quadro più completo e autentico sulla customer experience. La dimensione sociale del web 2.0 (autorialità, condivisione, networking …) restituisce un insieme di dati “non strutturato”, disomogeneo, fluido, dettato da interazione e spontaneità. TNS ha applicato il proprio frame metodologico di Customer Satisfaction per “strutturare” i social data e analizzarli congiuntamente ai risultati di survey – per ottenere informazioni utili a ottimizzare offerta e customer care.
Digital technology is reshaping consumer attitudes, needs and behaviour, and therefore redefining the Marketing tools. TNS is investing to provide Clients insights that help them make decisions on how to play most effectively in a newly dynamic, real time environment. We call this Integrated marketing (IM). We provide information and consulting through research that both understand consumers in this new context and leverages capabilities of new technology and data (we call this Technology Enabled Research - TER). We keep our finger on the pulse of this new landscape, constantly innovate, invest in and mine the potential of digital tech and data to improve the depth and value of our research. Keep pace with digital age for your Marketing insight ! Consult TNS http://www.tns-global.it/competenze/digital
Indagine nazionale sulla salute e sicurezza sul lavoro - INAIL _ TNS ItaliaGabriella Bergaglio
Il Progetto INSuLA si propone di realizzare la prima survey nazionale sulla percezione del rischio per la salute e sicurezza nei luoghi di lavoro e sul livello generale di consapevolezza rispetto all’applicazione del D.Lgs. 81/08 e s.m.i., con il coinvolgimento di tutte le figure della prevenzione (Lavoratori, Datori di Lavoro, Responsabili del Servizio di Prevenzione e Protezione, Rappresentanti dei Lavoratori per la Sicurezza, Medici Competenti e Servizi di Prevenzione e Sicurezza negli Ambienti di Lavoro).
L’analisi delle tematiche oggetto dello studio è stata realizzata integrando il contributo dei principali esperti europei sul tema e degli stakeholder nazionali in ambito di salute e sicurezza sul lavoro.
L’indagine campionaria realizzata da TNS Italia è numericamente la più grande svolta in Italia su un campione rappresentativo ed intende contribuire alla creazione di un sistema di rilevazione permanente della percezione del rischio per la salute e sicurezza sul lavoro, che fornisca indicazioni sulla qualità della vita lavorativa e permetta, nel tempo, di adeguare tale monitoraggio ai cambiamenti del mondo del lavoro ed ai bisogni dei principali attori coinvolti nel sistema di prevenzione.
Gli amministratori delgati di molte grandi aziende sono oramai concordi nell'affermare che la tecnologia è il più importante fattore esterno che può impattare sul business. Ma non tutte le innovazioni si rivelano "innovative" come sembrano inizialmente. I Leader devono saper distinguere fra innovazioni dirompenti e "distrattori" di risorse. L'innovazione supportata dall'ecosistema può evidentemente fare la differenza: come riconoscerla?
Helping brands make better digital decisions
TNS’s global study, Connected Life, reveals a deep understanding of the changing media landscape and the role different digital media have in consumers’ lives. This knowledge empowers brands to target with greater efciency and connect with consumers at the right moment on their path to purchase. Connected Life helps brands make better digital decisions. Get better connected.
Abitudini: solo inerzia o un potenziale fattore di crescita? Webinar TNS 10 A...Gabriella Bergaglio
Le abitudini segnano le nostre giornate, ci rassicurano. Rappresentano "comportamenti appresi" ed il nostro cervello le utilizza in alcuni contesti e con determinate funzioni. I nuovi studi sulle Neuroscienze ci spiegano cosa sono e come direzionano i nostri comportamenti, agendo da "pilota automatico".
Ma quali possono essere le implicazioni per i brand? Le abitudini possono influenzarne seriamente il destino: comprenderne il funzionamento e le modalità di interferenza/modifca, può fare la differenza per il successo di una campagna, di una strategia e dunque per lo sviluppo di una marca.
Tutti noi sapppiamo quanto è cambiato il mondo negli ultimi anni. Internet e la tecnologia digitale hanno modificato radicalmente il nostro modo di comunicare, di lavorare, di acquistare, di condividere le esperienze che viviamo. Dal momento che la formazione del ricordo è uno dei principali driver della Relazione, quando valutiamo la Customer Relationship, comprendere come viene cristallizzato il ricordo è nevralgico. Inoltre, diventa indispensabile valutare le attese del Cliente e cosa può influenzare il suo comportamento. Noi lo consideriamo il Customer Code: la relazione fra le attese e le performance reali e rilevanti che il vostro cliente si aspetta da voi. Bisogna dunque focalizzarsi su un livello di performance reali ed attese, dei vostri Clienti e solo su quelle, servizi, customer care, internet, tralasciando quelle meno rilevanti per il Cliente stesso.
Uno studio per comprendere e comparare le differenti modalità di contatto fra brand e consumatori, misurando il contributo di ognuno di loro nella costruzione della Brand Experience.
Leader europei e Social Media - TNS European Leader Watch IndexGabriella Bergaglio
TNS Opinion evidenzia con il Digital Leader Watch Index, quale Leader europeo domina il dibattito sui Social Media.
Renzi, a solo un mese dall'elezione, raccoglie il numero maggiore di tweets.
Le marche irresistibili esercitano un potere magnetico sui consumatori / clienti, diventando una prima scelta istintiva, quasi inevitabile. Competere con loro è molto difficile.
Qual'è il loro segreto? Cos'hanno di particolare? Hanno saputo rendersi insostituibili, grazie ad una perfetta soddisfazione dei needstate in particolari contesti di scelta. Sono i brand che hanno compreso i bisogni del loro target meglio dei propri competitors e che hanno, con coraggio e disciplina, saputo veicolare la propria selling proposition in maniera attenta e coerente su ogni touchpoint.
TNS Automotive has conducted a study among a sample
of 2168 young and adults (18-29, 30-45 yo), split across Generation X and Generation Y. Fieldwork took
place in June 2013, on evolution of possess of a car and its driver to buy one.
La fedeltà dei clienti è sempre più a rischio. Nuovi canali, nuovi player, tecnologia: sono tutti fattori che amplificano le possibilità di scelta e contribuiscono a rendere più difficile il mantenimento nel tempo della relazione con il cliente. Qual è il tasso di abbandono e quali sono le principali motivazioni? Qual è il ruolo del prezzo? Quanto conta l’Agente o il consulente?
La banca è una possibile alternativa alla compagnia "tradizionale”? A quali condizioni?
Alberto Biraghi, Finance Account Manager illustra alcune evidenze emerse da una ricerca sulle dinamiche che regolano i flussi di clienti in ingresso e in uscita in ambito assicurativo.
Il mercato dei pagamenti offre oggi svariate possibilità. Se un tempo erano disponibili solo contante ed assegni, oggi una moltitudine di nuove opzioni è a disposizione dei Clienti per supportarli nell’acquisto di beni e servizi. Tecnologia, aspettative progressivamente crescenti dello shopper e cambiamenti socio-demografici stanno impattando notevolmente l’esperienza d’acquisto, con effetto anche sul servizio atteso in termini di supporto al pagamento. Ed allora i benefici che la tecnologia offre devono rispondere ad esigenze chiare, offrendo benefit rilevanti all’occasione d’uso.
Si illustra un estratto dei risultati di un’interessante indagine effettuata in Gran Bretagna, sull’evoluzione dell’ecosistema dei pagamenti.
Il consumatore è chiaro sul valore che attribuisce ai device di connessione mobile. La crescente penetrazione ed il tempo speso (in forte aumento) abilitano nuovi comportamenti e fruizioni di contenuto in tutto il customer journey, grazie alle possibilità di connessione fra il mondo online e quello offline, che solo il mobile permette. Le aziende hanno dunque a disposizione un nuovo touchpoint di comunicazione, attraverso cui possono effettuare azieni di brand building, di brand activation (reinventare il servizio, la loyalty, l'esperienza), valorizzare la condivisione e l'impatto dell'intelligenza collettiva, influenzare lo Shopper in prossimità della decisione d'acquisto.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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.
[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
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!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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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.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
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.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
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
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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.
1. Share this Intelligence Applied
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Why simply the best isn’t always right
Finding Faster Growth
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Why simply the best isn’t always right
Good performance alone cannot crack
the complex code that governs the
strength of your customer relationships
and the sustainability of your business. As
competition intensifies, it is essential to get
smarter about the experiences that matter,
and deliver return on the bottom line.
3. Share this Intelligence Applied
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Why simply the best isn’t always right
The landscape of customer relationships is
undergoing a fundamental shift. Today’s consumers
have more information than ever at their disposal,
and more choice when it comes to acting on
it. Customers are increasingly challenging and
expensive to retain, and even more expensive
and difficult to replace. And the disappearance of
predictable customer loyalty is therefore putting
profit margins under pressure across markets
and categories.
An in-depth TNS survey of over 40,000 customers
across 20 countries shows relationships being
eroded even in traditionally ‘sticky’ sectors. Half of
US consumers now replace their car with a different
brand; 70% of Russians opt for a different company
when replacing their TV; 12% of Germans have
cancelled an insurance policy in the last year; 9%
of Spaniards have chosen a different fixed-line
telephony provider.
“Our customers are increasingly moving at pace in terms of their
expectations of what a multi-channel operation looks like. They expect
to be able to go into a store, have a conversation with you there and to
carry on at home online or through an app. We need to manage all of that
complexity and deliver a seamless customer experience across all of our
touchpoints.”
Spencer McHugh, Brand Director, EE
4. Share this Intelligence Applied
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Why simply the best isn’t always right
Faced with such threats, an instinctive response
is to do whatever is necessary to keep customers
continually happy. Yet the same pressures that have
swept away the assumption of customer loyalty
make this an unsustainable strategy. Budgets are
limited, and crowded markets make it impossible to
be the best in all areas of the customer experience.
Before it can invest in strengthening customer
relationships, a business needs to know precisely
which experiences will have the greatest impact on
future behaviour.
“I think that demands are
going up. The expectations are
getting higher. And… the level
of competitiveness is getting
higher. This is how companies are
differentiating now, in terms of the
value they provide a customer and
being more engaging pre-sale and
post-sale.”
Asim Zaheer,
SVP Worldwide Marketing,
Hitachi Data Systems
5. Share this Intelligence Applied
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Why simply the best isn’t always right
Mind the gap!
If you want to succeed as a business, you have to
identify what really matters to customers. If you
perform badly in these areas, people will stop
choosing you. But good performance is only the
entry price that earns you the right to build strong
and valuable customer relationships; it is never
enough in itself.
The most successful businesses are able to translate
what’s best about their performance into an
active preference on the part of their customers.
This ensures that they get regularly and repeatedly
rewarded for the performance that they deliver.
TNS’s TRI*M Index, which provides a powerful
measure of the strength of customer relationships,
shows a significant difference in fortunes between
the companies that are able to achieve this, and
those that can’t.
Let’s take the real-life example of a challenger
brand in the mobile operator marketplace. This
challenger has a proposition that has proven
very popular amongst its small but growing
customer base. Its customers are happy with
what it does for them, and this results in a strong
performance score. The mobile operator also has
a strong preference score, but the gap between
its performance and preference is a large one, the
biggest in its market.
What does this mean for the future of the
challenger brand? At the moment, it achieves
the same level of preference as the current
market leader, which is good. But it has to invest
vastly more in performance in order to gain that
preference, which could well prove unsustainable.
Like many businesses, the challenger’s long-term
future depends on maintaining strong performance
whilst translating that performance into active
customer preference more efficiently. The most
successful businesses in any category and market
always have the lowest gaps between performance
and preference. They have been able to close the
gap because they understand what really matters
to customers.
Source: TNS customer insight surveys 2013/2014 - a Western
European service provider market
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ChallengerMarket leader
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Performance
Preference
Translating good performance into active
preference
6. Share this Intelligence Applied
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Why simply the best isn’t always right
Making memories
Today’s customers have many experiences of a
company across many different touchpoints,
but only a few of these moving parts become
sustainable memories that will motivate and
influence them in the future. Successful businesses
can identify these experiences and identify what
it takes to improve them. They no longer have
to perform excellently across every touchpoint;
they know they just have to beat the competition
in the ones that really influence their customers’
behaviour.
Shopping at IKEA can be a frustrating experience:
treks to large, out-of-town stores, an exhausting
experience pushing difficult-to-steer trolleys around
a labyrinthine layout. Yet customers love IKEA.
Although it doesn’t deliver an excellent customer
experience in every regard, it delivers exactly the
experience that customers expect, consistently,
and it focuses on the experiences that most readily
translate into positive memories. The hotdogs
and ice cream delivered at the end of the IKEA
experience exert more influence over customer
memories than even a clear instruction manual could.
IKEA delivers exactly the experience that customers expect,
consistently, and it focuses on the experiences that most readily
translate into positive memories.
7. Share this Intelligence Applied
7
Why simply the best isn’t always right
Customers in context
Memories exert a big influence over future
behaviour, but they are not created in a vacuum
and they don’t exert their influence in a vacuum
either. Behavioural economics teaches us that
human beings are contextual creatures, and
customers are no exception. When it comes to
translating performance into preference a huge role
is played by the competitive context in which that
performance takes place, and the individual context
that shapes how customers respond to it.
You are not alone
One of the main reasons why strong performance
doesn’t always translate into strong preference
is that there are other companies that customers
believe to be just as good, or even better. And
this means that apparently strong customer
relationships can look very different when viewed in
the full competitive context.
“The level of loyalty is not as strong as it used to be several years ago.
There is more price sensitivity out there and willingness to move. Restricted
budgets and challenging economies increase customers’ willingness to take
good enough at a reasonable price. This also allows new competitors to
approach our accounts.”
Asim Zaheer, SVP Worldwide Marketing, Hitachi Data Systems
$ $$ $$$
8. Share this Intelligence Applied
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Why simply the best isn’t always right
In TNS’s global study of customer relationships,
one example we looked at is a BRIC market bank
that appeared to enjoy extremely strong customer
loyalty. Of this bank’s customers, 40% had a strong
relationship with it. Closer analysis though, revealed
that many of these relationships were not exclusive.
The bank’s customers have relationships with other
providers too – and many of these relationships are
just as strong. In fact, 70% of the bank’s customers
are considering using other banks in the future and
more than a quarter of its total business could be
classified as ‘at risk’. As this example shows, any
view of customer relationships that excludes the
external context risks being dangerously misleading.
70% of the
bank’s customers
are considering
using other banks
in the future.
9. Share this Intelligence Applied
9
Why simply the best isn’t always right
Individuals not averages
Just as misleading is any view of customer
relationships that excludes the impact of changing
circumstances. This individual context can have
a huge influence over customer loyalty and the
propensity to remain with a business or leave
it. Retail banking in general has low levels of
customer churn, with 70% of customers saying
that switching provider would be very inconvenient.
However, when customers move house, their
likelihood of switching banks almost doubles.
Energy providers, mobile networks and banks all
come under substantially greater threat when an
individual has children or when their economic
situation changes.
It doesn’t always take dramatic life changes to shift
the nature of customer relationships. TNS data also
reveals that customer preference consistently fades
over time, despite perceptions of performance
remaining steady. When it comes to delivering
the memories that make a difference, businesses
must pay particular attention to customers at these
vulnerable stages of the life-cycle.
When customers move
house their likelihood of
switching banks almost
doubles.
Three
months
Six
months
Twelve
months
Eighteen
months
Constant performance
but fading preference
Customer preference consistently fades over time
Source: TNS customer insight surveys 2013/2014 – retail bank in
a BRIC market
10. Share this Intelligence Applied
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Why simply the best isn’t always right
Lots of dots to join
Understanding customers and their individual and
competitive contexts means integrating insights
from an ever-expanding range of sources. CRM
data, operational metrics and social media listening
are all essential ingredients for cracking the
Customer Code, and identifying the experiences
that can deliver most impact and the best business
outcomes.
This matters because, as such individual-level
analysis often proves, the best is not always
right for a company when it comes to customer
experiences. Over-investing in experiences where
you are already good enough can often draw
resources from those better suited to building
sustainable, motivating customer memories.
Similarly, businesses are often guilty of racing
for the cutting edge, without asking if new
technologies or services really offer a competitive
benefit that will drive preference.
Let’s return to the example of mobile operators
and the question of which of two technologies
might be most worth investing in. In this as in other
sectors, we have to bear in mind that investment
decisions can have both positive and negative
impacts on customer experience. Cloud technology
may enhance some customer relationships, but
investing in maintaining a reliable mobile network
is essential for preventing many relationships from
collapsing. Both have a value – and the challenge
for customer experience research must always be
to specify precisely what that value is. Businesses
need to know which investment will simply drive
performance, and which will deliver the greatest
net gain in active customer preference.
“Like most organisations we have
a combination of market data
and of operational data and the
challenge is bringing different
views together in a way that can
be actioned. Our big priority is to
get actionable insights for front
line teams in customer service and
sales.”
Julie Woods-Moss,
Chief Marketing Officer,
Tata Communications
11. Share this Intelligence Applied
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Why simply the best isn’t always right
The optimal return on customer relationships
In today’s competitive markets, securing customer
relationships requires significant investment.
Businesses should always demand to know exactly
what type of return that investment will deliver,
whether in terms of sales, customer advocacy or
both. And in each case, they need to identify the
‘sweet spot’ where their investment in customer
experience is delivering those returns as efficiently
as possible.
Customer advocacy is a powerful asset that is often
touted as the justification for investment, but it
cannot be assumed that advocacy follows naturally
from improved performance or better experiences.
Indeed, TNS’s TRI*M Index shows that there is a
non-linear relationship between the two and a clear
tipping point that needs to be reached after which
advocates are activated to speak positively about a
company. Companies planning to move the needle
on NPS scores and use advocacy to drive acquisition
need to start by identifying where this point is, and
what level of customer relationships are required to
get there.
When focusing on sales, businesses must identify
the point at which any further investment in
customer experience will deliver only diminishing
returns. There is a point after which strengthening
customer relationships further can deliver only
limited additional benefits to the bottom line, since
loyal customers are already giving a high share of
spend to the business. When we integrate TRI*M
data with customer behaviour data (spend, share
of wallet, churn) we can identify clearly where this
sweet spot lies.
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600
300
500
700
800
Strength of
relationship
+ 10 points
Sales:
+10%
Strength of
relationship
+ 10 points
Sales:
+1.5%
Optimal
balance
Strength of relationship
Sales(US$)
There is a point after which strengthening customer relationships further can
deliver only limited additional benefits to the bottom line.
The optimal return on customer relationships
12. Share this Intelligence Applied
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Why simply the best isn’t always right
“Today’s customers are bypassing
existing business models in favor
of their unique experience and
requirements, especially with
instant access to peer reviews,
competitor offerings, and pricing.
Passivity in customer engagement
is dead. If you are not actively
engaging your customers by
understanding their needs and
providing the tools they need
when they need them, you are
losing.”
Jonathan Becher,
Chief Marketing Officer, SAP
Cracking your Customer Code
Understanding the hierarchy of importance for
customer needs, and questioning the level of
investment in different experiences is the essential
starting point for cracking the Customer Code.
Businesses cannot develop relationships that work
efficiently for them if they adopt the approach of
seeking to be the best at everything. Throwing
resources equally at all customer experiences draws
attention from the touchpoints that matter most,
drains future competitiveness and undermines
long-term sustainability. The companies that make
a genuine asset of their customer relationships are
those that understand which experiences matter
most to their specific customers – and which
therefore matter most to their business.
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Why simply the best isn’t always right
About the authors
Stefan Schmelcher is Global Head of Customer
Experience at TNS, responsible for developing
the customer experience offer and expertise
globally. With his long time focus on integrated
customer management programmes, including
relationship assessment, experience optimisation
and real-time customer feedback, he leads TNS’s
worldwide network of customer experience
experts.
Stefan held various managerial positions in
research firms in Europe and North America
and has gained broad commercial experience
by consulting with many of the world’s leading
companies in B2B and B2C markets.
Susanne O’Gorman, Senior Global Director,
Customer Experience, is responsible for building
customer experience expertise, best practice and
knowledge and portfolio management at TNS.
With over 15 years of experience in customer
experience research, she joined TNS in 1998 as
Account Director for a large multinational client,
then the customer experience team in 2004
focusing on customer experience management
and employee research.
Susanne has a PhD in Sociology from
Regensburg University and a postgraduate
scholarship at the London School of Economics.
Charlotte Nau joined TNS as a Consultant in
the customer experience team in 2012. She
specialises in strategic and tactical customer
experience research as well as social media.
Charlotte is involved in the development of TNS’s
flagship solution TRI*M and provides worldwide
consultancy in designing and implementing
projects in this area.
She holds graduate degrees in Media and
Communication Studies from Johannes
Gutenberg University Mainz, Germany, and the
University of Memphis, USA.
14. Share this Intelligence Applied
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About TNS customer insight surveys
TNS customer insight surveys 2013/2014 explored
the views of over 40,000 customers across 20
countries in a range of categories. The studies
provide in-depth and actionable insights into
customer behaviour and used TNS’s TRI*M
methodology to investigate switching behaviour
and attitudes, relationship strength, the proportions
of at risk customers in each sector, the factors
influencing retention/switching, and more.
As part of the programme, TNS also explored
the views of CMO’s of global organisations
via a series of qualitative interviews to capture
their perspectives on customer experience
management today.
15. Share this Intelligence Applied
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About Intelligence Applied
Intelligence Applied is the home of the latest thinking from TNS, where we discuss the issues impacting
our clients, explore what makes people tick and spotlight how these insights can create opportunities for
business growth.
Please visit www.tnsglobal.com/intelligence-applied for more information.
About TNS
TNS advises clients on specific growth strategies around new market entry, innovation, brand switching and
customer and employee relationships, based on long-established expertise and market-leading solutions.
With a presence in over 80 countries, TNS has more conversations with the world’s consumers than anyone
else and understands individual human behaviours and attitudes across every cultural, economic and political
region of the world.
TNS is part of Kantar, the data investment management division of WPP and one of the world’s largest
insight, information and consultancy groups.
Please visit www.tnsglobal.com for more information.
Get in touch
If you would like to talk to us about anything you have read in this report, please get in touch via
enquiries@tnsglobal.com or via Twitter @tns_global
For more information visit
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