Beyond Philosophy

NOVEMBER 10, 2014

In addition, higher levels of customer satisfaction are tied to high levels of positive cash flows with low volatility, and positive earnings surprises. Keeping Customers results in a high increase in value. Focusing on customer retention with a better Customer Experience will benefit your bottom-line expenses.

Net Promoter Score 164

Net Promoter Score ROI Customer Experience Insurance 164

Bob Hayes

MAY 7, 2018

In a compelling graph, Reichheld (2006) illustrates that companies with higher Net Promoter Scores show better revenue growth compared to companies with lower Net Promoter Scores. Still, other researchers (Morgan & Rego, 2006) have shown that other conventional loyalty measures (e.g., 2006; Gruca & Rego, 2005).

NPS 89

NPS Net Promoter Score Data Loyalty 89

Bob Hayes

MAY 7, 2018

In a compelling graph, Reichheld (2006) illustrates that companies with higher Net Promoter Scores show better revenue growth compared to companies with lower Net Promoter Scores. Still, other researchers (Morgan & Rego, 2006) have shown that other conventional loyalty measures (e.g., 2006; Gruca & Rego, 2005).

NPS 86

NPS Net Promoter Score Data Loyalty 86

ClearAction

OCTOBER 16, 2019

Keeping the customer’s end-to-end journey in mind is essential to maximizing customer lifetime value. 2nd Key to Retention-Rich Marketing: Alignment. CEO-CMO alignment right-sizes expectations for Marketing’s role in customer experience management and revenue growth.

ROI 59

ROI Customer Experience Customer Centricity Net Promoter Score 59

ClearAction

FEBRUARY 14, 2015

" Indeed, the financials seal the deal: "the public FoEs (firms of endearment) returned 1,026 percent for investors over the 10 years ending June 30, 2006, compared to 122 percent for the S&P 500; that’s more than a 8-to-1 ratio! Customer Experience Capabilities, Not Projects! Customer Loyalty Boomerang Effect.

Customer Experience 48

Customer Experience Customer Centricity Customer Experience Management Financial 48

PeopleMetrics

APRIL 28, 2015

In 2006, the most common reason customers visited a branch was to deposit funds. In 2014, the most likely reason a customer is in the branch is to resolve an issue. This means the customers' needs and expectations from the bank's employees are more demanding and higher than ever.

Banking 48

Banking Customer Experience How To Financial 48