Ipsos Loyalty U.S. » Products & Services
C3 – Customers in Three Dimensions
When it comes to truly understanding who your most profitable customers are, and growing that segment to in turn drive business growth, Ipsos Loyalty’s unique approach, C3 –Customers in Three Dimensions, can provide you with the one number that really matters.
By first charting attitudinal and behavioral drivers and then adding a third dimension - customer value in terms of profitable loyalty – companies can better identify the customer segment that wants to do business with you, gives you more than your share of business, and is most profitable. And by tracking the percentage of customers who fall into that space, you get the one number you need to measure and manage, because as that grows – as you turn more of your current customers into these ideal customers – you will see your business grow.
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Customer Delight PrincipleSM
Ipsos Loyalty uses a whole new framework for evaluating and executing satisfaction management programs, as described in our newest book, The Customer Delight Principle. The Customer Delight Principle provides new techniques and processes for analyzing and interpreting satisfaction information to accurately identify drivers of pain and drivers of delight, coping with the non-linear relationships inherent in most satisfaction data. In addition to what would be expected from the conduct of a conventional customer satisfaction program, Ipsos Loyalty works with clients to produce a prioritized improvement plan based on removing points of pain and amplifying opportunities for delight. And, when supporting data is available, Ipsos Loyalty ties its delight information to bottom-line oriented metrics (e.g., profit, retention rate, and share-of-wallet). Results and reporting are integrated with the client's marketing databases and CRM systems with secure Internet access or the company's Intranet
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AftermarketingSM
Today, customer churn or defection has become a major concern to all businesses. Organizations have finally understood the rule "It costs far more to acquire a new customer than to retain a current one." Ipsos Loyalty has created a whole suite of CRM tools to maximize customer retention. But while there's a lot of talk about CRM, we believe far too few consultants actually understand Customer Relationship Management. We literally wrote the book on managing customer relationships. Our best-selling book, Aftermarketing: How to Keep Customers for Life Through Relationship Marketing, was one of the first to explain strategic tools for retaining customers. Our retention practice is unique in combining database building, customer communication tactics, satisfaction measurement, complaint and compliment handling, and lost customer initiatives.
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Loyalty OptimizerSM
Loyalty Optimizer is a state-of-the-art analytical framework that gives you an overview of how all aspects of your strategy work together to influence customer loyalty.
Loyalty Optimizer identifies customers who can be influenced and provides strategies for how to influence them. This three-tier approach can help you to:
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Retention ViewTM
Many loyalty models rely solely on attitudinal data, such as likelihood to repurchase, or overall satisfaction survey responses. Unfortunately, such data rarely provides the precision required for managerial decisions. In contrast, Retention View models actual customer switching behavior to understand and predict customer retention. Retention View provides guidance for developing or modifying retention programs and allocating company resources in retention efforts.
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Mystery Shopping
In today's business world, CRM is used to learn more about customers' needs and behaviors to develop stronger relationships with them. One of the elements within the scope of CRM in the retail industry is Mystery Shopping. Customer Service excellence is a major concern in retail industry. For that reason, Ipsos Loyalty provides Mystery Shopping services to its clients to help them understand how they are represented in the marketplace. It helps clients improve financial performance by linking customer behaviors and attitudes to retail sales. Our recommendations are specific, actionable, and are designed to be executed as the store level.
To accomplish this, we identify any possible defects and flaws within the customer related operations and procedures. We evaluate branch layout, employee interaction, employee approach and service, speed of service, product knowledge, selling skills, etc. Depending on the situation to be investigated, evaluations are conducted by personal visits, telephone, or e-mail.
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Related readings:
» Turning Customer Data into Retail Sales
» Reexamining the Link Between Employee Satisfaction and Store Performance in a Retail Environment
