Thought Leadership

Hier finden Sie unsere Veröffentlichungen von Loyalty.


Healing the Pain

PDF (~ 3.70 MB)

Jean-François Damais & Roger Sant in Ipsos Knowledge Centre, 02/2016

Responding to bad experiences to boost customer loyalty.
The importance of customer experience as a driver of business performance is widely acknowledged and most companies make significant investments in strategic action planning tools to design and deliver experiences that truly meet customers’ needs.
PDF (~ 2.14 MB)

Jean-François Damais & Roger Sant in Ipsos Knowledge Centre, 02/2016

Maximise ROI and reduce customer complaints and churn.
Many companies now deploy real-time Voice of the Customer or Enterprise Feedback Management (EFM) programmes. This enables them to generate timely flags or ‘hot alerts’ when a customer experiences a poor level of service – we call these Critical Incidents.
PDF (~ 3.05 MB)

Jean-François Damais in Ipsos Knowledge Centre, 02/2016

How Ipsos Loyalty applies text analytics.
Jean-François Damais interviewed by Seth Grimes
PDF (~ 1.06 MB)

Fiona Moss in Ipsos Knowledge Centre, 02/2016

Avoiding the pitfalls and delivering better insights
Successfully unearthing text analytics insights does not need to be complicated. With our five top tips, avoid the pitfalls and obtain actionable insights from unstructured text.
PDF (~ 1.99 MB)

Jean-François Damais in Ipsos Knowledge Centre, 02/2016

Optimise the Customer:Company Effort Ratio to maximise Loyalty
Customer Effort has received a lot of interest and attention in customer experience management in the recent past. The Customer Effort Score (CES) featured in the 2010 Harvard Business Review article: “Stop Trying to Delight Your Customers“. In this article the authors* prove a link between Customer Effort and two customer experience metrics, namely the likelihood to keep doing business with a company and the intention to spread positive word of mouth.
PDF (~ 1.72 MB)

Jörn Pyhel in Personal Manager, 06/2015

Mitarbeiterbefragungen sind ein Instrument zur mittel- und langfristigen Erhöhung der Wettbewerbsfähigkeit. Sie rechnen sich als Investitionen und sollten daher nicht einseitig als Kosten verstanden werden. Doch wann ist eine Mitarbeiterbefragung gut? Genügt eine methodisch professionelle Durchführung, oder müssen andere Maßstäbe herhalten? Die Beantwortung dieser Frage hängt wesentlich vom heutigen Verständnis für Arbeitsorganisationen ab.

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