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Marketing solutions services
Lynette Ryals, Warc Best Practice, February 2013, pp. 42-43
Companies that were once product-driven are finding themselves offering solutions or services to customers.
Companies that were once product-driven are finding themselves offering solutions or services to customers. The increasing cost and difficulty of obtaining new customers and retaining them has led to greater investment in building long-term relationships. This article looks at some examples of companies, such as Apple with its Genius Bar or Ikea, with its flatpack furniture assembly service, who are developing interesting solutions or added-value service offerings to build customer loyalty. It also examines how marketers can develop and promote their own solutions based on a better understanding of their customers' decision-making processes.
Implicit research - it's a no brainer
Phil Barden, Warc Exclusive, Next Generation Research, January 2013
Implicit research techniques are increasingly recognised for the value they can add to brand strategy and communication.
Implicit research techniques are increasingly recognised for the value they can add to brand strategy and communication. This presentation, from the research agency decode marketing, uses examples from T-Mobile and Audi to demonstrate how to uncover explicit and implicit purchase drivers that can inform brand positioning and strategy, and improve sales, share and customer retention.
How Shangri-La relaunched its loyalty scheme around 'family'
Low Lai Chow, Event Reports, Loyalty World Asia, December 2012
When luxury hotel brand Shangri-La relaunched its Golden Circle loyalty scheme it decided it wanted its guests to be welcomed 'as part of the family'.
When luxury hotel brand Shangri-La relaunched its Golden Circle loyalty scheme it decided it wanted its guests to be welcomed 'as part of the family'. This article explains how rewards were introduced alongside previously existing recognition and exclusive benefits. The scheme's CRM capabilities were also enhanced to allow for more data mining and improved marketing, while promotions encouraged members to upgrade to more elite membership tiers. Golden Circle numbers have increased by 1.5 million, with members staying longer and spending more
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.
Case Study: How an Emphasis on Profits Helped First Tennessee Bank Improve its Marketing Metrics
Marketing NPV, Volume 7, Issue 3, 2011, pp. 7-9
Studies have shown that strong brands retain their market positions better in challenging economic environments, and then recover faster when the market bounces back.
Studies have shown that strong brands retain their market positions better in challenging economic environments, and then recover faster when the market bounces back. Ways to invest in brand equity which drive quantitative business gains include driving customer selection value, a continuity of cash flow and preventing share loss. Strengthening the bonds between a brand and consumer can be achieved through depth of brand awareness, meeting performance expectations, consumer response, and resonance. Ways to optimise these dimensions are discussed through examples from Starbucks, Pampers, Dove and Jeep.
Building customer loyalty through NPS - Views from Satmetrix, ING, Philips and Carl Zeiss
Joseph Clift, Event Reports, Satmetrix, July 2011
A report from a Satmetrix conference discussing NPS - a popular consumer experience metric. NPS works by gauging how likely it is that customers will recommend a brand to the people they know.
A report from a Satmetrix conference discussing NPS - a popular consumer experience metric. NPS works by gauging how likely it is that customers will recommend a brand to the people they know. Presentations covered include Satmetrix on general consumer trends and the rise of social media. Clients such as ING, Philips and Carl Zeiss also discuss their experiences since introducing the NPS metric.
Warc Briefing: Loyalty Marketing
Warc Exclusive, November 2010
This briefing offers an overview of the history, theories and key trends related to Loyalty Marketing.
This briefing offers an overview of the history, theories and key trends related to Loyalty Marketing. It discusses why companies need to build loyalty and the different theories of how this can be achieved. It describes five priorities for creating effective loyalty marketing: identifying the key drivers of consumers, employing segmentation, data analysis, creating emotional bonding and building a loyalty-centric company culture.
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.
Looking Up - Taking Care of Customers
The Futures Company, Yankelovich Economic Edge POV, November 2008
Service has become more important in the recession, this article argues. The downturn has exerted downwards pressure on U.S.
Service has become more important in the recession, this article argues. The downturn has exerted downwards pressure on U.S. retail sales and customer numbers. Cultivating existing customers is therefore "critical", especially with many planning to reduce their outlay during the traditionally high-spending holiday period. The squeeze in American consumer credit and rising unemployment has upped the pressure still further. Going forward, firms are advised to tap into employees' expertise and to invest in customer care.
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.
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