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Money Talks: Unlocking transformational insight in banking through storytelling
Esther Garland, Henrietta De Souza and Riki Neill, ESOMAR, Congress, Atlanta, September 2012
This paper focuses on brand storytelling, centering on a case study for HSBC, the global bank, that aimed to increase loyalty with the "emerging middle class" in the UK and India.
This paper focuses on brand storytelling, centering on a case study for HSBC, the global bank, that aimed to increase loyalty with the "emerging middle class" in the UK and India. The paper looks into the research period of the campaign, centered on an online "storytelling community" with 48 members. Insights from this community were then fed into HSBC communications, tools and services. The paper further suggests that the opportunity with this emerging middle class audience is much bigger globally than perhaps the client had imagined - a fact only revealed via storytelling.
Relationship strength in service industries: a measurement model
Guicheng Shi, Yi-zheng Shi, Allan K. K. Chan and Yonggui Wang, International Journal of Market Research, Vol. 51, No. 5, 2009, pp. 659-686
Although one of the key objectives of relationship marketing is to build a strong relationship with customers, the construct of relationship strength is recent and there is little research into its measurement and validation.
Although one of the key objectives of relationship marketing is to build a strong relationship with customers, the construct of relationship strength is recent and there is little research into its measurement and validation. Based on an intensive literature review, relationship strength is conceptualised and a tridimensional measurement model is proposed that comprises affective strength, cognitive strength and conative strength. Then, a measurement scale of relationship strength in the context of selling services is developed and validated. The empirical results indicate that the measurement scale has acceptable levels of reliability, unidimensionality, convergent validity, discriminant validity and nomological validity.
Retaining after sales business at the branded automotive dealership
Jürgen Verlee and Dick Hage, ESOMAR, Automotive Conference, Lausanne, March 2008
In many national economies, the automotive business plays a major role - in Germany, for instance, 10% of the working population is in some way connected to the automotive industry.
In many national economies, the automotive business plays a major role - in Germany, for instance, 10% of the working population is in some way connected to the automotive industry. In automotive retailing the impressive turnover of automotive dealerships makes them one of the most important players in local economic areas. In the Netherlands, the top 50 automotive dealers sell more than 40% of all the 500,000 new cars entering the market in a year. Although the turnover on selling new cars is high, the profit margin is quite low, 1 or 2% at the most, comparable to food retailing. Continuous investments need to be done to keep automotive dealerships modern and up to date, thus somewhere money has to be made. In general 65% of the revenue in automotive retailing at Toyota dealerships in the Netherlands comes from the After Sales business.
Can we learn together?: co-creating with consumers
Deborah Roberts, Susan Baker and David Walker, International Journal of Market Research, Vol. 47, No. 4, 2005, pp. 405-426
The ability to innovate is a fundamental marketing activity, yet it remains a precarious one for many marketers.
The ability to innovate is a fundamental marketing activity, yet it remains a precarious one for many marketers. Market learning is frequently viewed as a precursor to successful innovation, but the traditional methods of market learning are increasingly coming under scrutiny. Advances that have been made in data collection and analysis techniques are being eroded by the effect of fragmenting markets, shortening product life cycles and the emergence of the marketing-literate consumer. An emerging theme in the marketing literature is the need to include and embrace the consumer as a co-developer in the process. This paper examines a novel approach to actively engaging the consumer in the innovation process within fmcg markets. It reports on a ‘consumers as innovators’, or ‘co-developers’, workshop, which explores consumers’ perceptions of the innovation process and advocates the need for new methods of market learning. Finally, the authors conclude by reflecting on the implications of this co-development approach for the innovation process, marketers and the role of service agencies.
Global customer satisfaction monitoring - the banking sector experience
Alison Blair, ESOMAR, Financial Services, London, February 2005
This paper reviews some of the key issues facing organisations that monitor customer satisfaction on a global basis.
This paper reviews some of the key issues facing organisations that monitor customer satisfaction on a global basis. In particular, it investigates the banking sector and draws on the experience of global financial institutions in terms of designing a research methodology, implementing the survey elements in practice and incorporating the results into their organisation to improve overall customer service. The paper also considers the link between staff and customer satisfaction as well as the key drivers of the employee scorecard.
Satisfaction matters. Continuous consumer satisfaction and loyalty research as guiding principle for business processes
Bert Boerma and Harm Hartman, ESOMAR, Telecoms Conference, Brussels, November 2004
Within the mobile division of KPN, customer satisfaction and loyalty research provide essential information that helps guide the management of all business processes.
Within the mobile division of KPN, customer satisfaction and loyalty research provide essential information that helps guide the management of all business processes. In 2003 integral quarterly measurement of customer satisfaction as a leading Key Performance Indicator (KPI) was rolled out to all divisions in all countries (Germany, the Netherlands, Belgium) and to all brands, all market segments, all processes and all interaction channels. The focus of business processes is renewed annually through qualitative and in-depth quantitative loyalty analyses. Bonuses for managers are based on customer satisfaction targets. In addition, the salaries of all other employees partly depend on satisfaction scores. This extensive research program was carried out because, when it comes to churn, customer satisfaction really matters.
The science of getting heard
Sharon Hodgson and Jeremy Garlick, ESOMAR, Retailing/Category Management, Dublin, Oct 2003
Within the research industry much focus is rightly given to innovative design and creative solutions to meet changing information needs.
Within the research industry much focus is rightly given to innovative design and creative solutions to meet changing information needs. Yet, no matter how advanced the research employed, too often key findings fail to command their due attention in the boardroom – and the opportunity is lost to drive action and really make a difference. This paper explores the science of getting research heard within the dynamic environment of one of the UK’s leading supermarket retailers, using a recent case study to illustrate key points. The paper explores the agency/client relationship; methods of achieving buy-in from key decision makers; ways of communicating findings with maximum impact; and the use of research to put the customers’ needs at the top of the business agenda.
Evaluation of live test stories
Jan Enander and Lotta Holfre, ESOMAR, Retailing/Category Management, Dublin, Oct 2003
Systembolaget, Sweden’s alcohol retailing monopoly, acts on a strictly regulated market where the marketing possibilities for the retailer are limited.
Systembolaget, Sweden’s alcohol retailing monopoly, acts on a strictly regulated market where the marketing possibilities for the retailer are limited. Meeting and exceeding customers’ needs and expectations in the shopping environment is the most important key factor for success. Therefore a new store concept covering store layout, categorization of wine and beer and the product presentation on the shelf labels was developed. Before the decision on a nation-wide launch, two live test stores were set up and evaluated by customers and staff, which provided valuable information in order to refining the final concept and improving the implementation process.
The shopper's mind
Dorothy Minkus-McKenna, Samuel Rabino, Hollis Ashman and Howard R. Moskswitz, ESOMAR, Retailing/Category Management, Dublin, Oct 2003
Creating an experience or an emotional connection with the customer requires that the marketer or retailer first understand that this experience or emotional connection is not the same for every customer.
Creating an experience or an emotional connection with the customer requires that the marketer or retailer first understand that this experience or emotional connection is not the same for every customer. Across multiple shopping experiences there are a variety of desired shopping experiences, ranging from the price/ service driven experience focused on getting a good bargain; to that of a product driven experience keyed on the product and the store environment as a representation of the product; and finally to the easy shopper who wants their shopping experience to deliver service, availability, ease of use, and price. Most retailers have utilized price as a key driver of the shopping experience. Whereas price is important to shoppers, understanding these mindsets and the key communication messages that drive their interest in the shopping experience helps retailers differentiate themselves for the customer. The paper presents a system to leverage this strategic knowledge, and a tactical solution to creating destination shopping experiences for one particular destination, “The Diabetes Place”.
Retail innovation learnings from a segmented shop formula: Sunka
Xavier Roure and Lluis Martinez-Ribes, ESOMAR, Retailing/Category Management, Dublin, Oct 2003
At the beginning of summer in 2001, Sunka, a new generation supermarket, was launched in Lleida (Catalonia, Spain) and was successful from the start.
At the beginning of summer in 2001, Sunka, a new generation supermarket, was launched in Lleida (Catalonia, Spain) and was successful from the start. The supermarket became quite famous in the retail sector. The aim of this paper is to present the retail innovation method used by the authors, as well as the Sunka retail mix and its results. Sunka targets young families with small children in which both parents work, and it offers them a wide range of solutions to meet their daily needs. The SUPSA Company is highly innovative, and won the Global Electronic Marketing Award in 1999 for customised vouchers printed at checkouts.
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