Customer Driven Transformation

Customer Driven TransformationMapping The Route to Success

Pointofview

Mapping the Route to SuccessThere is a customer experience journey. As organizations progress toward the goal of delivering the branded customer experience, they go through broadly similar stages. These stages are defined by the mindset of the customer experience leaders and the challenges faced at different points in the journey. Those who have progressed to advanced stages along the journey, however, look very similar not only in terms of mindset and challenges, but also from a broader perspective. They share similar organizational structures, secure similar levels of executive and organizational engagement, acquire similar knowledge bases, and complete similar actions. Executives naturally wonder how to most efficiently and effectively progress through the stages. It is clear that some organizations reach the advanced stages by following paths that are shorter, quicker and more successful while others are longer, slower and less successful. Our research reveals that distance, speed and success along the journey is a function of three factors which provide direction: 1) aligning customer experience strategy with organizational DNA, 2) driving customer experience broadly across the organization, and 3) maintaining a bias for action during the five stages of the journey.

Leaders on a JourneyLeading organizations are increasingly launching major efforts to improve customer experience. Yet many of these organizations are finding these efforts to be challenging multi-year initiatives. To understand what it takes to be successful, we interviewed senior executives from 20 top North American enterprises deeply engaged in their own customer experience journeys. From these discussions we mapped out three critical directions that make the journey

shorter, faster, and more successful: 1) align customer experience strategy with organizational DNA, 2) drive customer experience broadly across the organization, and 3) maintain a bias for action during the five stages of the journey. These proven directions can benefit executives as they guide their organizations along the path to customer experience success and the business results that follow.

About This Report

Ipsos Loyalty conducted in-depth telephone interviews with customer experience leaders from a variety of leading organizations in North America. We interviewed 25 customer experience leaders across 20 organizations. We attempted to gain a wide spectrum of participating organizations, with varied progress in their implementation of a customer experience strategy. We focused on three questions:

1. What does the customer experience journey look like?

2. What factors determine the length, speed and level of success on the journey?

3. What specifically can be done along the way to advance as far, as fast and as successfully as possible?

Given the qualitative nature of this research report and relatively small sample sizes, it is important to note that these conclusions should be viewed as hypotheses, not facts.

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CUSTOMER DRIVEN TR ANSFORMATION

The first directive factor is the degree of alignment of the customer experience strategy with organizational DNA, including the customer orientation, the organizational structure, the history of growth, and the level of control over the channels that deliver the customer experience. Understanding these characteristics helps to shape expectations about the journey and highlight any extra work that may need to occur. However, these characteristics alone do not lead to success or failure on the customer experience journey.

The second directive factor is driving the customer experience broadly across the organization. This factor includes the level and degree of leadership support and focus, the existence of an impetus for change or “burning platform”, and how the customer experience is being approached and rolled out to the organization. It is important to note that the driving force can change quickly. The loss of a CEO or senior champion can weaken the driving force and decrease the strategic focus and support for the customer experience. On the other hand, a change in senior leadership that brings in greater customer-focus can boost the driving force.

The third and final directive factor is maintaining a bias for action during the five stages of the journey. If two companies rate equally on the first two factors, the company that ultimately progresses furthest, fastest and most successfully will be the one that progresses steadily – quickly identifying and rectifying the many challenges commonly found in major customer experience programs. By modeling the decisions and actions that companies on the journey have cited as keys to success, a company may maintain momentum and drive the organization on the most effective path to success.

In addition to providing a map for success based on the three directive factors, we present numerous insights about the customer experience journey. These insights were garnered from executives currently engaged in major customer experience management journeys of their own. With these directive factors and subsidiary insights, we believe organizations may improve the success of launching or re-launching their own customer experience journeys.

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DETAILED FINDINGSThe detailed findings in this report are divided into two sections: the stages in the customer experience journey and the directive factors that influence the journey. Based on similarities found in the mindset and challenges faced by customer experience leaders, we identified five stages. Note that all companies pursuing customer experience management will progress through these stages in some way, but how the stages are approached and the time needed to move to the next one will vary. This variation is tied to the three directive factors. First, we consider the five stages.

Stages on the Customer Experience JourneyParticipating companies represented different points along the customer experience journey. Some companies had just started the journey while others achieved advanced stages in customer experience. Through cross-sectional analysis, we grouped similar customer experience leader mindsets and challenges to form five broad stages. In practice, these stages are not completely linear; a company does not fully complete stage 1 before moving onto stage 2 and so on. However, a company can progress more efficiently by fully addressing the challenges within each stage before proceeding.

“It (our challenge) is aligning everyone around

what we are trying to achieve with the customer experience, and ‘how will we know when we get there.’ No one has a solid definition for it yet.”

Stage 1: Securing EngagementIn stage 1 the customer experience leaders – whose roles are likely not formally defined - are seeking support and engagement from the senior leadership team from a strategic perspective. In other words, they are seeking the buy-in and support for an overarching customer goal and strategy. They are often competing for mindshare with other organizational priorities and managing internal perceptions of the customer experience, such as “it is too complex”,”it is outside our culture”, or “it is not my role”. In addition, they are seeking to define and secure funding for a customer measurement and management system.

For customer experience efforts being led by the CEO or senior team, the stage is easier, but not a mere formality. Significant effort is still required by the customer experience leaders to ensure broad and deep alignment on how to proceed with the customer experience effort. Companies know they are ready to move to the next stage when this level of alignment is achieved.

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Stage 2: Developing InsightCompanies in stage 2 have progressed but are still early in the journey. These customer experience leaders have secured alignment and funding to move ahead with the customer experience but lack a fully functioning customer measurement system and connections to the way decisions are made. A limited fact-base around the customer experience makes it difficult to convince people to act differently.

In this stage, customer experience leaders are challenged to flesh out and implement a customer experience measurement system that addresses the needs of the organization. These are significant challenges as customer experience leaders must balance the complexities and needs of specific businesses and groups with the need for standardization at the corporate level.

Once the measurement system is in place, customer experience leaders strive to make the resulting data as consumable and actionable as possible for the organization. This often entails feeding it into value propositions, brand priorities, etc. Companies know they are ready to proceed when they have a robust customer measurement system in place that is producing credible data and surfacing critical improvement priorities around the customer experience.

“Our number one challenge is the

lack of a loyalty measurement system.

I am not sure you know what to work on if you

do not measure it.”“We have good momentum and

good data, now how do we make traction in

the organization?”

Stage 3: Driving ActionCompanies in stage 3 have established a credible fact-base around the customer experience. In this stage, customer experience leaders see the value of the fact-base that has been created and are looking to share it broadly with the organization to get traction. They are attempting to move leaders beyond strategic buy-in and support to tactical buy-in and action. This is “where the rubber meets the road” and where leaders begin to diverge. Some leaders quickly see the value and look for support as they proceed while others decide to wait it out. Based on this, customer experience leaders also face the challenge of how best to deploy their scarce resources to manage the full gamut of stakeholders.

In this stage, once actions have been identified, customer experience leaders also face the challenge of measuring the results of initiatives. They realize the need to prove the value to help maintain the momentum and help the organization stay focused but often struggle thinking through how to get it done. Companies know that they are ready to move to the next stage when strategic actions have been taken by multiple groups across the organization and the needle has started to move on the customer experience.

At this point in the journey, many organizations take a step back to assess progress to date. This particularly applies in organizations where customer experience is not being led from the C-suite. These organizations begin asking questions such as, “Should we continue pursuing customer as a lead strategy or translate it into a supporting strategy?” Decisions made at this assessment point significantly impact the time and effort required in the final two stages.

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Stage 4: Facilitating EmbedmentCompanies in stage 4 are reaching advanced stages on the customer experience journey. They have traction in terms of driving action and showing progress in pockets of the organization. The challenge of the customer experience leader now becomes broadening the reach of the customer experience across the organization and encouraging all businesses and groups to take ownership for it.

In this stage, another challenge is getting senior executives to continue promoting the importance of the customer experience to the ultimate success of the organization. These companies have not fully made the customer part of the way that the business is run. As a result, it is possible to regress from higher stages without constant pressure from the organization to pursue change.

Companies know that they are ready to move to the final stage in the customer experience journey when they have transferred customer experience to the broader organization and have driven significant activity and progress widely across the organization.

“There is no broad ownership (for the

customer experience). That still needs to come.”

Stage 5: Capturing ValueCompanies in stage 5 have reached the advanced stage of the journey. They share similarities on several fronts, which are not as evident in companies in early stages of the journey. Earlier stages show much higher variation across companies; stage 5 companies share a similar customer experience focus, organizational structure, knowledge base, and infrastructure.

First, in terms of focus, these companies have successfully driven customer into the center of the business. The senior executive team and broader organization see the proof that the customer experience is critical to the success and value of the enterprise and as a result is a top priority. These companies hold customer data in high regard. In fact, it is on par with sales and operational data. Second, in terms of organizational structure, they centralize strategic oversight of the customer experience measurement and management in a small team. A small team is sufficient as the heavy lifting on the customer experience is being done by business units and functional teams.

Third, in terms of knowledge base, these companies have developed a deep knowledge base around the customer experience that includes securing regular feedback from various listening posts. These companies have a firm handle on how customer experience impacts the brand, customer behaviors, and financials. They are also well versed in segment needs and profitability. Finally, in terms of infrastructure, these companies have placed significant time and effort into leadership engagement and communications, training and tools, performance management and compensation, and integration into business scorecards and reporting. They understand that infrastructure is necessary to keep the organization focused on the customer.

Even though they are beginning to capture the value, these companies would say that the customer experience journey continues. They do not see it as a destination but push themselves to continue to evolve and move ahead. In this spirit, customer experience leaders in this stage still face several challenges.

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One ongoing challenge involves achieving consistency in the customer experience across different businesses and groups. How does the enterprise routinely deliver a horizontally integrated customer experience with an organization that operates through functional silos? It is the classic problem of sub-optimization, where individual units optimize their respective interactions with customers, but the experience as a whole from the customer’s point of view is far from ideal.

Another challenge is finding the optimal level of customer experience investment and performance. As the diagram to the left illustrates, the customer experience leaders in this stage are trying to find the point that maximizes shareholder and customer value. Conceptually, this is easy to do. However, in practice, it is both a delicate and difficult balance.

Finally, customer experience leaders face the challenge of how to keep the momentum in customer experience management given the success to date. It requires constant attention to keep the organization striving for the next level. This challenge is compounded in companies that experience significant employee turnover; the struggle is tied to getting new employees to understand and believe in the customer experience focus and process that has led and will lead to success.

“One of our top challenges is cross

functional alignment and awareness. We fixate on the

problem in one part of the process without recognizing the impact on

the other side... people do not understand the downstream impact… my role is to see

that at the top levels.”

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Summary of the Five StagesThese five stages represent the key milestones along the customer experience journey. As companies advance, they must overcome different challenges at each stage. In this section, we painted a profile to show what customer experience leaders think about and face in different stages. In the next section, we share insights that can help customer experience leaders propel their companies along their customer experience journeys.

Distance, Speed and Success on the Customer Experience JourneyParticipant responses consistently pointed to three directive factors that dictate the distance, speed and success on the customer experience journey – namely, aligning customer experience strategy with organizational DNA, driving customer experience broadly across the organization, and maintaining a bias for action during the five stages of the journey. Companies who progress well on all three directive factors will have a shorter, quicker and more successful trip to the advanced stages of customer experience. Meanwhile, those who progress poorly on one or more factors will have a longer, slower and less successful journey. This section will go into detail on these three directive factors and explain why they play such a significant role in dictating the distance, speed and success on the customer experience journey.

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Aligning Customer Strategy with Organizational DNAThe first directive factor, the inherent DNA of a company, plays a large role in determining the distance, speed and success of the customer experience journey. The research shows that some companies are better positioned than others to pursue customer experience management. The four elements that comprise organizational DNA, as identified in the research, include:

a. Customer Orientation – The primary focus or strategy of an organization lies on a continuum from a strong internal focus on the company operations to a strong external focus on the customer. Companies with a strong external focus on the customer tend to be in a more favorable position for the customer experience journey since they are used to thinking about the customer and using customer data to make decisions.

b. Organizational Structure – Structures range from strong functional organizations to strong matrix organizations. Functional organizations primarily work within functions while matrix organizations primarily work across functions. Companies who have a strong matrix structures tend to be in a more favorable position for the customer experience journey since they are already used to working horizontally.

c. Historic Growth Strategy – A company’s growth history ranges from solely/primarily acquisition growth to solely/primarily organic growth. Companies who have grown primarily through organic means find themselves in a favorable position with fewer integration issues and cultural challenges to impede the customer experience effort.

d. Control Over the Experience – The control over the customer experience ranges from partially owned and managed to wholly owned and managed. Companies who have direct ownership and control of the customer experience are favorably positioned as they do not need to work through the additional complexity found in influencing third party partners such as dealers, retailers, or independent agents.

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Driving Customer Experience Broadly Across the OrganizationThe second directive factor is driving customer experience broadly across the organization. It represents how a company got started on the customer journey and what keeps the company moving forward towards advanced stages of customer experience. The driving force influences the difficulties a company will face along the way and how a company might approach each stage. Ipsos Loyalty uncovered four driving force elements during the course of the research:

a. Leadership Focus – The leadership focus ranges from middle management driving the customer experience while top management is focused on delivering the numbers in the short term to top management driving the customer experience as a way to keep focus on the long-term. Companies who have top management focus around the customer experience are in a favored position as they more readily see and value the broad benefits of being customer focused and are not constantly being asked to justify the top and bottom line impact of the customer strategy.

b. Burning Platform – This continuum ranges from complacency due to a widespread sense of accomplishment to urgency around a widely recognized organizational need. Companies with a burning platform are better prepared for the journey as it takes minimal effort to convince the organization that change needs to occur. A strong message of ‘getting back to basics around the customer’ may be sufficient.

c. Positioning – A company may launch customer experience as an initiative or program, or may pronounce customer experience as core to the business. Companies that take the broader perspective tend to be in a more favorable position as they are not constantly trying to fight perceptions that customer experience is an add on that is solely owned by a single group, as is often the case when seen more narrowly at the onset of the customer experience journey.

d. Scope – The scope of the customer experience work can vary from a targeted launch in part of the business to a broad, organization-wide launch. Companies who launch the customer experience more broadly may find more long-term success as they can more quickly get the organization driving horizontal solutions around the entire experience as opposed to vertical solutions around part of it.

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Maintaining a Bias for ActionTo highlight the importance of keeping a bias for action to sustain momentum at each stage of the journey, we have organized keys to success and aligned them against the different stages. We have framed these keys to success as actions that should be considered to transition more quickly from one stage to the next one.

To help transition from stage 1 to 2, customer experience leaders should get the organization to build support from top through middle management and leverage their cross-functional expertise. One respondent noted, “You need to have broad engagement in this (the customer experience). It is not just sales, marketing, research, or quality. It requires a lot of communication, and not mass PowerPoint decks. It has to be personal - here’s how it affects you. It is about quality communications. It is not about mandates from on high, but deep conversations.” He went on to add, “It (engaging the organization) is mostly just about rolling your sleeves up. There is fear of “what if they want to make changes to this?’ But by

talking them through it, they do have some helpful thoughts to shape your thinking and help you to reach others.” Companies also should get clarity on what the organization is trying to achieve with the customer strategy, like whether it is an incremental improvement or a culture shift. This clarity ensures there is no mismatch in expectations and that the customer experience is approached in the proper way.

Companies should ensure that the customer strategy is framed within the company’s DNA and business model and closely tied to the mission, vision, and goals. Most organizations do not want to change who they are or how they compete. They simply want to enhance their competitive advantages through a sharper focus on the customer experience. Finally, they should ensure a process is created that covers all customer experience measurement and management components needed to drive the desired change and dedicate resources to oversee its management.

• Drive engagement and involvement from the top to middle management

• Define the desired organizational end state around customer

• Frame customer within the context of the broader organization

• Define and fund a broad process around the customer experience

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To support movement from stage 2 to 3, companies should implement a standardized, continuous, and credible measurement system. Building the measurement system in this manner allows senior executives to get regular and comparable data across the organization while ensuring the front line buys in and gets behind driving the data. These companies should also go beyond the hard numbers to communicate the customer experience to the broader organization. They can rely on customer videos, testimonials, etc. to highlight improvement areas. One respondent noted, “It sounds minor, but being able to use media and show the agony people go through in trying to use our products was a huge key. It was enlightening to some who had never seen it, and joyous to people who had always wanted to see the customer feedback and never had a way to get it. We all want to develop products that people love!”

To make customer data even more real, companies looking to move to stage 3 should connect strategic customer measures to tactical operational measures that the front line relies on every day. Otherwise, it is often difficult for front line employees to see how they contribute to the strategy without clear line of sight to the impact of front-line jobs on what the customer experiences. Finally, companies should strive to incorporate customer metrics into dashboards at all levels of the organizations. This allows the organization to get into a rhythm or cadence around reviewing and acting upon the customer data. Dashboards also enable the organizational to keep the focus on the customer “top-of-mind.”

• Implement a standardized, continuous, and credible measurement system

• Go beyond the numbers to make the customer real for the organization

• Connect customer and the associated fact-base firmly to the operations

• Incorporate customer metrics into dashboards at all organization levels

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To move from stage 3 to 4, companies should support and leverage emerging champions and encourage them to lead the way. Pockets of resistance will exist but these champions can help penetrate them. Companies also should think about tackling improvements in layers and using successes to build momentum for the future. Big bets are rarely made out of the gate. Next, companies should make a commitment to initiative measurement to show the impact. Particularly early on, the organization needs to see proof that the needle is moving as a result of direct action. Finally, companies should link treating customers differently to improved business outcomes. Creating and sharing success stories of even the smallest kind gives the customer experience movement energy and encourages people to take additional actions. One respondent noted, “If we can tell [the organization that] Mrs. Smith has 50% higher chance of repurchase based on her loyalty to our company, that is powerful.”

• Leverage champions across the organization

• Stage improvement efforts by moving from fixing to enhancing innovation

• Make a commitment to initiative measurement to show the impact

• Link treating customers differently to improved business outcomes

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To move to “capturing value,” companies must acknowledge that successful employees in the old world may not necessary be successful in the new world of customer experience. One respondent described having the right people as a bigger key than most might expect, stating “This might sound fluffy, but you want to have people in these jobs that don’t give up. And they take responsibility for the experience.” Companies also need to realize that all employees – new and existing - need data, tools, and guidance to deliver the customer experience. One respondent noted that this is especially crucial in companies with high turnover. “We have a lot of turnover in front line, up to 30%. We are always educating new people. Even with existing employees, you still need to refresh their education. It is also about continuing to make people familiar and comfortable with delivering the customer experience.”

Companies looking to move into stage 5 can create ties to compensation to reinforce accountability and encourage the right behaviors and decisions. This link to compensation is not always necessary, but is useful for organizations to consider in advanced stages. Finally, companies must realize that employees are flooded with messages, and they will need to stay in front of the employees to keep customer experience mindshare. Ongoing communication from senior leaders is particularly important for the organization to hear. Another respondent noted that executives need to be reminded to speak about the customer experience. “Your executives have to talk about it all the time! Executives will tell you “of course it’s important.” But you have to SAY it! If you don’t, employees will cut costs without considering customers. If you do not talk about it, they will not make the right decisions.”

• Hire and retain employees who can thrive in the new world

• Keep a constant focus on education

• Solidify accountability around the customer via rewards and recognition

• Drive communications from all levels in the organization

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Throughout the journey, customer experience leaders should maintain a bias for action by leveraging the senior leadership team to set the tone. High visibility and ‘walking the talk’ will make the road easier. As one respondent who had advanced to stage 5 reflected, “For us, it’s been completely consistent and driven by the position our CEO has taken and publicly reinforced, saying ‘we measure our success on these factors, and these will NOT change as long as I am working here!’” Companies should also consider leveraging external expertise to guide the customer experience journey. This can entail hiring experienced people and/or partnering with third-party experts. Companies cannot expect the capabilities to be found in-house if the customer experience has not historically been a focal point.

Companies should also give constant consideration to the ‘centers of gravity’ in the organization. A center of gravity owns significant budgets or influence and can act as the tipping point for the customer experience. These centers

are typically the groups most aligned with the organizational DNA. For example, in a company competing on product innovation, the centers of gravity are often the product development and manufacturing areas. Some companies have kept this constant consideration by aligning the entire customer experience organization, or at least customer experience members, with the centers of gravity through formal or informal reporting relationships.

Finally, despite the pressure to show short-term results, companies should realize that customer experience is a journey and not a project. It takes time to see the results, so many companies tackle one thing at a time, show the value, and build on it. As one respondent shared, “The key to success is persistence. It’s having an attitude of ‘we can do that,’ versus ‘that’s inconsistent with our policy.’ Successful programs have to do with always finding a way to get it done.”

• Secure senior leadership sponsorship, support, and involvement

• Leverage external expertise to help guide the customer journey

• Keep focus and give attention to ‘centers of gravity’ in the organization

• Stay the course and be persistent

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Summary of the Three Directive FactorsThere are three directive factors that influence the distance and speed of an individual company’s progress along the customer experience journey. These factors are 1) aligning customer experience strategy with organizational DNA, 2) driving customer experience broadly across organization, and 3) maintaining a bias for action during the five stages of the journey.

It is imperative for executives to know how their organizations have progressed on these key directive factors so they may better understand how long it will take to move ahead and achieve success. We have outlined the successful actions that can be taken at each stage of the journey to facilitate advancement, as well as the keys to success that can be applied throughout the journey.

CONCLUSIONIpsos Loyalty designed this research to offer a broad, formative glimpse into the customer experience journey. Our intent was to create a starting point or a set of working hypotheses that could be explored in depth over time within the customer experience leadership community. However, we also hope this research can deliver immediate value; organizations can apply the concepts in this research to anticipate upcoming challenges, recognize the factors that work for and against their organization, set proper expectations among key stakeholders, and ultimately get the broader organization aligned on the best path to branded customer experience.

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Comparisons Across Quantitative QuestionsThe continuums below represent the responses to the quantitative questions for companies in this research. They indicate:

• the mean scores for all respondents in our research

• the range of responses among all respondents

• the scores for companies classified in stage 5 – i.e., companies with proven value capture.

We are sharing this information to enable companies to compare themselves against all respondents and Stage 5 respondents to assess their progress. It can be used to identify gaps as companies try to move to the advanced stages on the customer experience journey.

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About the Survey ParticipantsParticipants represent leading companies across industries.

Company Name Company Description

Agilent Technologies

Leading manufacturer of scientific instruments and analysis equipment

#1 supplier of electronic test and measurement products

Allstate2nd largest US personal lines insurer

Sells auto, homeowners, property/casualty, and life insurance products in Canada and the US

AndersenLeading and well-known maker of wood-clad windows and patio doors in the US

Operates more than 100 Renewal by Andersen window replacement stores in 33 states

Briggs and Stratton

Largest manufacturer of air-cooled gas engines for use in lawn mowers and garden tillers

Also manufactures portable generators, pressure washers, switches, welders, and other products

Cardinal Health2nd largest distributor of pharmaceuticals and other medical supplies and equipment in the US

Largest of the company’s business segments is healthcare supply chain services

CeridianMajor provider of payroll processing and other human resources services

Participant for this research resides within the Canadian business

Compass BankMajor U.S. financial service institution company operating over 400 branches in 6 states

Offers services such as deposit accounts, credit cards, discount brokerage, and lease financing

Dell#1 direct-sale computer vendor providing computer products to consumer and enterprise markets

Offers products such as PCs, network servers, workstations, storage systems, and printers

Deere & CompanyOne of the world’s two largest makers of farm equipment

Participant for this research resides within John Deere Credit Company

The Regence Group

Leading provider of health insurance and related services serving nearly 3 million members

Operator of the largest group of Blue Cross Blue Shield companies in the northwest US

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Company Name Company Description

ShellGlobal leader in energy and petrochemicals who is active in more than 130 countries

Participant for this research resides within Shell Lubricants

SonyOne of the world’s top consumer electronics firms

Participant in the research resides within the U.S. operations

WachoviaFourth largest US bank operating some 3,400 branches in eastern and southern states

Other services include capital and wealth management and corporate banking

Whirlpool#1 global appliance manufacturer and marketer

Well-known brands under the Whirlpool umbrella include Whirlpool, KitchenAid, and Maytag

Company A Major Canadian financial services company

Company B Leading telecommunications provider

Company C Major online university offering undergraduate and graduate degree programs

Company D Large credit card issuer and financial services company

Company E Large pharmaceutical distributor in the US

Company F Leading health insurer and benefits company in the US

About the Survey ParticipantsParticipants represent leading companies across industries.

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About Ipsos LoyaltyIpsos Loyalty is the global leader in customer experience, satisfaction and loyalty research with over 1,000 dedicated professionals located in over 40 countries around the world. Our creative solutions build strong relationships which lead to better results for our clients. This has made us the trusted advisor to the world’s leading businesses on all matters relating to measuring, modeling, and managing customer and employee relationships.

For further information contact your local Ipsos office, details at: www.ipsos.com/loyalty

ContactTo learn more, please contact:

John Carroll, III Global Head, Customer Experience Ipsos Loyalty [email protected]

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Customer Driven Transformation

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