PLAYING FOR KEEPS - Accenture€¦ · 5 Playing for keeps: Increasing customer stickiness and...

PLAYING FOR KEEPSLearn how to increase customer stickiness and stay relevant with our Keep Me Index

Growth through relevance 4

How to create customer stickiness 7

It’s time to create your halo effect 39

What did we find? 11

Become a Living Business 44

Contents

Playing for keeps: Increasing customer stickiness and relevance2

#KeepMeIndex

https://twitter.com/hashtag/KeepMeIndex?src=hash

Companies have long grappled with the challenge of attracting and retaining customers. But now, the challenge is greater than ever. Digital disruption is continually reshaping what customers expect from their providers, and communications companies are finding it difficult to evolve quickly enough to keep up. What’s the key to customer “stickiness” today? New Accenture research sheds light on the leading factors that motivate customers to stay with a provider and those that drive them into the arms of competitors.


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GROWTH THROUGH RELEVANCE

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4 Playing for keeps: Increasing customer stickiness and relevance


The longevity of successful businesses has never been shorter. Companies stay in the S&P 500 for far less time today than 40 years ago,1 and half of the Fortune 500 companies from 2000 no longer exist.2

And as digital disruption continues, the trend will only accelerate: A Washington University study estimates that 40 percent of today’s Fortune 500 companies in the S&P 500 won’t be around in 10 years.3

Why are companies struggling to sustain success? According to executives participating in Accenture research, the biggest culprit is obsolescence: 77 percent believe traditional business approaches have

become increasingly irrelevant and 91 percent think business reinvention is required to succeed today.4

The fact is, companies can’t simply keep doing what used to work and expect to continue to grow. The world is changing faster than ever, and companies themselves need to change to keep pace. Nowhere is this truer than in how companies engage and interact with their customers.

Companies are finding it more difficult to attract and retain customers, as digital disruption has empowered consumers in many ways:

• Switching costs are extremely low and, in many cases, non-existent.

• Consumers have many alternatives to choose from, and that supply only continues to expand as accelerating product development in new disruptive companies drives a steady stream of new products to market.

• Extreme offer and product transparency make it easier than ever for consumers to make informed purchase decisions.


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All of this adds up to a major shift in customer dynamics, rendering tried-and-true customer strategy approaches increasingly obsolete. In the past, for example, companies could discourage customers from re-evaluating their options through loyalty programs that give them incentives to continue to purchase. But such programs’ effectiveness is in steady decline. Today’s technology-enabled customers can continuously re-evaluate their options and choose a provider most relevant to them in the moment.

And if they find something else, they’re likely to switch. Accenture research5 has found that 44 percent of customers would leave their current communications provider if an alternative, comparable disruptive provider came along. Of those likely to stay, 21 percent are either bound by a contract or are indifferent to switching. Only 29 percent indicate they would stay because they’re actually satisfied with their current provider—hardly a ringing endorsement of today’s providers.

44% of customers would leave their current communications provider if an alternative, comparable disruptive provider came along.


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HOW TO CREATE CUSTOMER STICKINESS

KEEP ME INDEX

Playing for keeps: Increasing customer stickiness and relevance

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7


Clearly, companies face a massive challenge in keeping customers. That’s where Accenture’s latest research can help. In 2017, we created the Accenture Keep Me Index (KMI), a brand-specific measurement of customer “stickiness” that seeks to understand the emotional connection between a customer and brand and how that connection affects customers’ willingness to stay with a provider. It comprises measurement of both customers’ sentiment—what they’re thinking and feeling (Figure 1)—and voice, which determines if and how frequently customers are projecting their positive or negative thoughts and feelings on others through verbal, written, or social communication.

INSTINCTWhat’s the first word or phrase that comes to mind when you hear this company’s name? Is the sentiment positive or negative?

DEPENDENCEImagine they are going out of business. How does that make you feel? Why?

TRUSTIs this a brand you trust? What do you trust and/or distrust the most?

PERCEPTIONHow happy are you with quality of service for price? Why?

VOICE OF THE CUSTOMERDo you talk about the brand? Is your tone positive or negative?

FIGURE 1: Five dimensions of customer sentiment


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To calculate KMI, each component is scored individually and weighted into a single composite score, which indicates the correlation between KMI and a customer’s likelihood to stay with a brand for the next 12 months. Scores for each component are indexed to show the average positive or negative emotional connection between customers and brands.

Our analysis of this data has enabled us to identify the factors that truly matter when it comes to retaining customers and how those factors change from year to year. But more important, we’ve also been able to determine KMI’s financial impact: We found that for every point increase in KMI, there’s a correlated increase in market capitalization growth year over year.

To complement KMI, we also created a mechanism to gauge how customer satisfaction with a given moment or brand interaction impacts their stickiness. Called the individual Keep Me Index (iKMI), it’s built around six experience attributes (Figure 2) that enable us to understand what influences customer satisfaction and uncover opportunities for brand improvement by interaction and channel.


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Both tools are based on extensive research focused on the communications industry. In 2018, our research involved 8,767 U.S. and Canadian customers who subscribe to and regularly interact with North American brands spanning wireless service providers, television/video providers, and digital disruptors (such as Amazon Prime™, Hulu™, Netflix™ and Uber™).

The results of our research can help these brands determine how and where they should focus their efforts to improve the customer experience—and, thus, boost customers’ likelihood of staying.

Not urgent: it could wait to be

completed/resolved

Very impersonal, generic, one size

fits all

Very urgent/time sensitive: I had to

complete/resolve it immediately

Very personal, relevant, provider showed

they understood my “personal” needs

URGENCY PERSONAL RELEVANCE

Customer service rep/technician

completed/resolved the request for me

Info/support needed was not very

convenient to get

I completed/resolved the

request on my own (self-service)

Info/support needed was very convenient to get

SELF-SERVICE CONVENIENCE

Completing/resolving was very

complicated

Not very confident; I had concerns and/or doubts with the

info/response

Completing/resolving was very

simple

Very confident in the info/response

SIMPLICITY CONFIDENCE

FIGURE 2: Six experience attributes measured by iKMI


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WHAT DID WE FIND?

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Read on to learn about our eight key findings and how they can help communications companies stay relevant to today’s evolving consumers.

Delivering a one-size-fits-all customer experience is no longer enough. Experiences now must be personally relevant and simplistic in design to compete in a customer-led market.

Companies that aren’t relevant end up paying the price. In the U.S. communications industry specifically, Accenture research estimates the switching economy—the revenue at risk from customers defecting to competitors—is $85 billion, of which $53 billion is related to factors that influence personal relevance.6

Clearly, when it comes to keeping customers, we’ve entered the Era of Relevance.

At a high level, our findings collectively add up to one inescapable conclusion:

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1 Disruptor disruption #KeepMeIndex13 Playing for keeps: Increasing customer stickiness and relevance


Perhaps the most eye-catching finding of our research counters conventional wisdom that disruptors are masters of customer retention. Our research this year found that disruptors are not bulletproof. They’re vulnerable to customer defection just as the companies they’ve disrupted are.

The fact is, increased market competition has brought appealing viable options to consumers while putting pressure on digital disruptors and traditional service providers alike to retain customers and reduce churn. This is proving to be challenging. As illustrated in Figure 3, a year-over-year comparison shows a significant decrease in KMI for all three groups we studied, with the biggest drop being among disruptors.

However, while some disruptors still top this year’s KMI chart, they appear far less dominant than they did last year, when the top 38 percent of KMI scores were all disruptors. Part of that decline can be attributed to a general erosion of trust in social media companies due to data security concerns and increased public scrutiny of how personal data is used. In fact, one research study found that about four in 10 consumers weren’t confident that social media companies kept their data secure.7

Disruptors Wireless Cable/Satellite TV

2017 (5,672) 2018 (8,767)

0.43

0.63

0.340.46

0.180.29

FIGURE 3:KMI scores for all three groups studieddecreased from 2017 to 2018


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With a number of wireless brands mixed into the top tier of KMI scores and disruptors experiencing some pushback from consumers, it’s clear that customers’ business is not guaranteed.Even the leaders like Amazon, Netflix, and Hulu can’t rest on their laurels, as customer defection can be just a data breach or service experience failure away. In other words, when it comes to winning customers’ business, it’s really anyone’s game.

The upshot


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2Variety + value #KeepMeIndex16 Playing for keeps: Increasing customer stickiness and relevance


In our research, price shows up as a strong driver of stickiness— or lack thereof. Just under half (47 percent) of all respondents ranked lack of affordable options as a top-three reason they distrust a brand, and price/value for money is the number-one brand attribute that 36 percent of customers talk negatively about when discussing specific brands. Furthermore, on average, only 33 percent of respondents are very happy with the perceived value of their service.

Many customer-led companies are now starting to focus on value for price, using interactive platforms to measure and optimize how they package and dynamically price products or services to customers to remain competitive.

One of the most enduring drivers of purchase behavior is price—it’s cited time after time, in study after study, across industries, as one of the top factors in consumers’ buying decisions.

47% ranked lack of affordable options as a reason to distrust a brand.


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While affordability is a perception of value and spans a variety of opinions, one thing is certain:A one-size-fits-all pricing model doesn’t offer affordable options for everyone. In a world of “pay by the drink” and “everyday low pricing,” traditional service providers must consider a dynamic, flexible pricing strategy to meet a variety of opinions about what constitutes value.

The upshot


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3A new data economy #KeepMeIndex19 Playing for keeps: Increasing customer stickiness and relevance


It’s what fueled the creation of the General Data Protection Regulation (GDPR) in Europe, a movement in California to develop the state’s own version of GDPR, and a growing crescendo of calls for government regulations that force companies to pay more attention to privacy.

With several high-profile cases spiking public fear of privacy disclosures and companies’ use of personal data, this year’s responses show a stronger correlation between data protection and trust—especially among disruptors (Figure 4). Disruptor customers this year were five times more likely than disruptor customers last year (and wireless customers this year) to rank “lack of data protection” as the number-one reason for distrust in a brand.

Of course, few expect companies to stop using personal data, and customers are still willing to share it—if they get something valuable in return. Currently, customers feel that a better service experience is the most valuable compensation for personal data. However, one-third of disruptor customers think brands don’t deliver enough value for the personal data they provide.

It’s a sign of the times: Identity and personal data protection are paramount concerns among consumers.

% of customers

2017

2018

4%

4%

4%

2%

21%

1%

5x higher

Disruptors (601) Wireless (1,112) Cable/Satellite TV (1,759)

FIGURE 4:Customers of disruptors indicate “lack of data protection”as a top reason for brand distrust in 2018


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Companies need a mindset shift. To attract and retain customers, companies need to recognize customers for their business—that’s especially true for longer-tenured consumers. That recognition shouldn’t be in the form of an incentive-based loyalty program, which our research shows does little to keep customers.

Instead, companies should use customers’ personal data to create valuable, relevant experiences that meet individuals’ needs in the moment without compromising trust. Such experiences are key to creating and nurturing an enduring relationship.

The upshot


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4The tenure trap #KeepMeIndex22 Playing for keeps: Increasing customer stickiness and relevance


Another surprising finding of our research has some troubling implications for communications companies:

The longer a customer has been with a company the more likely they are to leave within the next 12 months. As illustrated in Figure 5, the KMI scores for customers with tenures of three years or more (representing three-quarters of the overall sample) showed steeper declines between 2017 and 2018 than those who’ve been with a company for two years or less (the scores for those with a tenure of less than a year actually rose).

Critically, six in 10 of the long-tenured customers are double-, triple-, or quad-play subscribers. If even a portion of these customers left, they would be top contributors to a switching economy in the U.S. telecom market that Accenture research has pegged at $85 billion—and would be leveling a significant revenue hit on the incumbent providers.

Long-time customers are more likely to leave a company within the next 12 months.

Companies are playing with fire if they take long-time customers’ business for granted.These customers’ frustration with communications companies is growing, and companies need to redouble their efforts to shore up this extremely valuable customer base.

Companies can’t simply offer the most favorable deals to those with no history with the company, the newest customers, while ignoring—or worse, continually raising prices for—those who have accounted for the bulk of the company’s business for many years.

The upshot


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5Retain with reliability #KeepMeIndex25 Playing for keeps: Increasing customer stickiness and relevance


It ranks far and away as the top reason for trusting a company across all three industry groups (especially wireless providers) (Figure 6). Furthermore, “reliable” and “dependable” are the most frequently associated positive words for traditional wireless and cable/satellite providers, and product quality and reliability is a top reason why customers depend on a particular brand across all three groups of companies in our study.

As was the case last year, product or service reliability is a key influencer in 2018.

Disruptors (601)

Wireless (1,112)

Cable/Satellite TV (1,759)

Provides reliable service

Offers affordable options

Positive brand reputation

Addresses my needs quickly

Protects my personal data

Continues to innovate

Communicates effectively

Knows me personally

Appropriate up-selling, ads etc

Gives back to community

0% 20% 40%

FIGURE 6:Service reliability is the number one reason customers trust a company


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While developing compelling new offerings across digital platforms and ecosystems is critical to driving growth, companies still need to get the core right. It’s simple: To retain customers, they must provide high-quality relevant products and services to meet evolving individualized needs.

The upshot


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6Simplify with relevance for stickiness #KeepMeIndex28 Playing for keeps: Increasing customer stickiness and relevance


As mentioned earlier, the individual Keep Me Index (iKMI) is a tool that helps determine how a customer’s experience in the moment affects his or her stickiness. This, in turn, illustrates where companies looking to boost retention should focus their customer experience and channel strategy efforts.

Respondents rated recent interactions with their service providers across six experience attributes—urgency, self-service, simplicity, personal relevance, convenience, and confidence—and their responses were used to determine the most influential attributes on moments and channels. Respondents also selected which of these attributes are most important and require improvement for a given moment.

Using regression analysis, we can predict the potential increase in customer satisfaction if certain key experience attributes are improved.

Enter the Era of Relevancy.

An overall finding from this analysis is intuitive: Customers are more likely to stay with a company if they’re satisfied in the moment. There’s a strong correlation between a customer’s satisfaction with experiences and interactions they encounter with their service provider and iKMI.

Looking at the data more deeply, we identified two attributes that most strongly contribute to satisfaction and iKMI. Personal relevance has the strongest correlation with iKMI across most customer journey moments (Figure 7a), while simplicity has the strongest correlation

with iKMI across many of the human, digital, and physical channels evaluated. In other words, the data shows that experiences that are purposeful and relevant to an individual, and are simple, result in higher customer satisfaction and create greater stickiness.


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0.0 0.1 0.2 0.3 0.4 0.5

Purchasing newservice/device

Installing/activating/setting up service/device

Upgrading/changingservice/device

Resolving a service ortechnical issue

Resolving a billingquestion or issue

Downgradingexisting services

Average personal relevance score

Average iKMI score

0.0 0.2 0.4 0.6 0.8 1.0

Personal Relevance Average iKMI score Linear (iKMI)

R2 = 0.9635

N = 8,395 N = 12,184

0.0 0.1 0.2 0.3 0.4

Company’s mobile website/app (via phone/tablet)

Company’s website(via PC/desktop)

Company’s retail store or walk-up window

Phone call to company’scustomer service

Online chat or virtual assistant

Technician (in-home)

Average simplicity score

Average iKMI score

0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4

Simplicity iKMI Linear (iKMI)

R2 = 0.6551

FIGURE 7A & B:Personal relevance and simplicity are very closely tied to iKMI


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To increase satisfaction, and thereby iKMI, companies must deliver customer experiences that meet customer needs and preferences in the moment.More specifically, companies that focus on efforts to improve the most critical experience attributes for a given customer interaction—namely, those that make experiences more personally relevant, convenient, and simple, and give customers confidence in the information they receive from the company—have the greatest potential to increase customer satisfaction and stickiness.

The upshotFurthermore, as companies continue to look for ways to automate and apply artificial intelligence to customer service, they need to ensure they don’t lose sight of the emotional element that customers typically desire and expect, particularly in more-urgent and issue-driven interactions.


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7Get back to basics #KeepMeIndex32 Playing for keeps: Increasing customer stickiness and relevance


For communications companies, digital is the present and the future.

Not surprisingly, this is the channel where most companies are making significant investments, driving automation and self-service, and servicing myriad customers via a single intelligent platform. These investments are surely paying off—evidenced by the higher satisfaction that respondents expressed when asked about recent experiences in these digital channels.

Interesting, however, are the much lower satisfaction scores associated with more traditional channels—those that offer a more personalized, one-to-one conversation, such as phone, retail, and chat. Responses show that, by far, companies’ phone channels offer the greatest opportunity for improvement, which will move the needle the most when it comes to improving customer satisfaction.

How might companies focus their efforts? According to their customers and our analysis, companies that maximize the convenience and urgency of the phone channel, while continuing to improve self-service capabilities across defining moments, could improve their customer satisfaction in this channel from 3.8 to 4.4 (on a 5-point scale). While each service provider’s improvement potential might vary based on its current channel capabilities and strategy, one thing is sure: Traditional channels are still important and preferred—especially when it comes to issue resolution—and improving the experience in these channels across key attributes can go a long way toward increasing customer satisfaction and retention.

The greatest opportunity for improving satisfaction is via phone, retail, and chat.


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Investing in customer experience means more than enhancing digital channels to the exclusion of “old-school” ones. Without focused effort on phone, retail, and chat, companies are missing significant opportunities to improve the customer experience in choice channels across a number of critical moments that can define the customer relationship.

In other words, as channel strategies evolve, the basics still matter—a lot.

The upshot


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8Boost the bookends #KeepMeIndex35 Playing for keeps: Increasing customer stickiness and relevance


Independent of channel, all moments offer opportunities for communications companies to improve their customer experience.

But the moments with the greatest improvement potential are resolving either a billing or service/technical issue and browsing for new products and/or services. Customers feel companies can improve billing issue resolution by providing better self-service capabilities and service/technical issue resolution by making the experience more convenient. In both moments, companies also must improve the level of confidence customers feel with the answer or response they receive (many customers indicated they doubt the validity of the answer they see or hear). As for browsing, customers suggest companies improve the convenience and simplicity of the experience to increase their satisfaction in the moment.

Interestingly, this directly ties back to the notion that today’s technology-enabled consumers are in a constant state of evaluating and re-evaluating their options, choosing a provider that is most relevant to them in the moment, delivering services and experiences that are convenient, simple, and trustworthy. These moments—which, unfortunately for service providers, require the most improvement—are “bookends” to this non-stop customer journey (Figure 8). Getting the “discovery” (i.e., browsing) and “use/service” (i.e., issue resolution) phases right throughout this continuous journey is imperative for a company to become our customers’ choice after each evaluation point.


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Expectation

Promise

Reality

Delivery

Discover

Consider Use/Service

Evaluate

Discover

Evaluate

Consider

PurchasePurchase

From the LOYALTY LOOP to NON-STOP EVALUATION

FIGURE 8:Customer journeys are increasingly centered on evaluation, not purchase

Use/Service


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To be the provider of choice in a world of constant evaluation, providers need to ensure these critical “bookend” moments are enabled by relevant, convenient, simple experiences and trustworthy information customers need to make purchasing decisions or resolve issues. Companies should focus efforts on the moments and channels that pose the biggest threat to customer satisfaction and retention, ensuring they are meeting customers’ expectations and allowing customers to accomplish what they want to, when, where, and how they prefer.

The upshot


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IT’S TIME TO CREATE YOUR HALO EFFECT


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Delivering the right experience, to the right customer, at the right time is critical to keeping customers. That requires vision and bold action—simply iterating what’s worked in the past won’t create customer stickiness.It means strategically transforming products, services, and experiences to be hyper-relevant—which we dub creating a “halo effect” that turns a company into a magnet for customers. There are many ways to create a halo effect—here are three examples of what a few service providers are doing today.

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They provide targeted content, a variety of options, dynamic platforms, and value. Take, for instance, the case of customers who are leaving traditional content providers or avoiding them to begin with—the cord-cutters and cord-nevers. The top two reasons these customers depend on OTT providers are best prices/value for money and best variety or options. Not surprisingly, the leading reasons they’ve eschewed traditional cable and satellite providers center on price (they find the traditional provider too expensive) and choice (they don’t believe traditional providers offer enough content variety or quantity, or the flexibility to only pay for what they want to watch).

Giving customers what they want fosters customer relationships that only strengthen over time. As illustrated in Figure 9, the dependence scores of OTT customers rise with tenure, while those of wireless and cable/satellite customers remain stagnant or fall the longer customers remain with the company.

Design products and services that adapt to different needs and contextsWhy are customers flocking to over-the-top (OTT) video streaming services such as Netflix and Hulu? It’s because these companies are relevant:

Embed yourself into customers’ digital routinesTo truly grow and prosper, communications companies need to transform from a utility-based operator to creating and providing a multi-services platform that supports products and solutions that deliver experiences that add value to customers’ everyday lives.

For example, the “connected home” is a platform play that can help communications providers maximize their reach (and customer connectedness, or KMI) via an ecosystem of partners, customers, and developers. Through this platform, a company could offer not only traditional media, entertainment, and communication products and services, but also solutions covering home energy efficiency, home security, and even personal health monitoring.

The stickiness such a platform provides is reflected in an intriguing finding from our research: Providers in our study that offer a digital home monitoring service platform have a KMI that’s 1.5 times that of companies without one (Figure 10).

Without Smart Home Monitoring Services(6,709)

0.410.28

With Smart Home Monitoring Services(304)

FIGURE 10:Companies with a digital home monitoringservice have a higher KMI score


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Redesign and build a new core customer experienceWith customers being the lifeblood of a company, doesn’t it make sense for the company to be built around what customers want and expect? Smart companies think so.

They keep the customer at the center of conversations about the company’s strategy, organization, and offerings— and are rewarded accordingly.

Case in point: When Comcast created its new service offering, Xfinity Mobile, the company used the opportunity to design a hyper-relevant omni-channel customer experience around it—from a new in-store experience to customer care.

Doing so required a hefty marketing investment, but it appears to have paid off: Xfinity Mobile has established an emotional connectedness between brand and customer, as illustrated by a KMI that’s over five times higher than that of Comcast itself (Figure 11).

Comcast (500)

0.55

0.10

Xfinity Mobile (156)

FIGURE 11:Xfinity Mobile’s KMI scoreis 5.5x higher than Comcast’s


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BECOME A LIVING BUSINESSMAKE THE TRANSFORMATION

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As our research findings demonstrate, communications companies need more than just the best technology, data, capabilities, or skills to be truly relevant. They need a new customer-centric mindset that inspires profoundly different behaviors.

This mindset is fundamental to not only understanding what drives customers and what they want, but also to reshaping the business around those insights. And importantly, they must constantly adapt and redefine their products and services to satisfy customers today, and ultimately, forecast trends for tomorrow. In other words, they must become what Accenture calls a Living Business.

With market turbulence and disruption now the norm, customer loyalty is no longer a dependable source of stability. To unlock sustained growth in this environment, companies need to continuously adapt to their customers’ evolving needs.

They need to embrace a customer-centric mindset that inspires different behaviors and ways of working in everything they do. That’s a Living Business.

Small digital pure-play organizations and giant digital natives alike are prime examples of Living Businesses. They’re hardwired to thrive in today’s state of constant change. They constantly offer customers more compelling, convenient, and highly personalized products and experiences. And they seamlessly move from one growth opportunity to the next, even across industry boundaries.

Living businesses realize that customer expectations are shaped by the most relevant, real-time, dynamic experiences they encounter across all industries, and recognize that to be relevant, they must infuse vitality into all they do. Customers don’t switch from these organizations to others; increasingly, they switch to them.

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How do they do it? Five interdependent sets of capabilities distinguish a Living Business from traditional, more static ones:

• Target new opportunities through core and disruptive growth initiatives that fuel continuous innovation.

• Design for customers by creating products and services as hyper-relevant platforms.

• Build engagement through innovative marketing and sales experiences.

• Scale with partners by creating a broad and new set of ecosystem alliances.

• Rewire their culture by infusing the workforce with a customer-first mindset.

Combined, these capabilities enable Living Businesses to keep pace with dynamic customers, continually creating new, highly relevant offerings before their current strengths fade. While other companies are clinging to increasingly outdated best practices, Living Businesses are always front and center with customers—where and when customers need them.

Using the capabilities of a Living Business as their blueprint for transformation, communications companies can begin to map out the key changes they must make to their strategies, operations, and offerings to become truly customer centric and a provider customers flock to and stay with. That’s what defines a successful business today, and it’s the key to sustainable growth in the Era of Relevance.

While other companies cling to outdated practices, Living Businesses are front and center with customers.

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1 “Why Half of the S&P 500 Companies Will Be Replaced in the Next Decade,” Ilan Mochari, Inc., March 23, 2016, https://www.inc.com/ilan-mochari/innosight-sp-500-new-companies.html

2 “Digital Transformation Is Racing Ahead and No Industry Is Immune,” Harvard Business Review, July 19, 2017, https://hbr.org/sponsored/2017/07/digital-transformation-is-racing-ahead-and- no-industry-is-immune-2

3 “A decade to mass extinction event in S&P 500,” Lori Ioannou, CNBC, June 5, 2014, https://www.cnbc.com/2014/06/04/15-years-to-extinction-sp-500-companies.html

4 Accenture, “Living Business: Achieving Sustainable Growth through Hyper-Relevance,” https://www.accenture.com/t20180731T01414 4Z__w__/us-en/_acnmedia/PDF-80/ Accenture-Living-Business-Research-Report-2018.pdf#zoom=50

5 Accenture, “The Race to the Smart Home,” Accenture Digital Consumer Survey, 2017, https://www.accenture.com/t20180529T062408Z__w__/us-en/_acnmedia/PDF-50/ Accenture-Race-To-The-Smart-Home.pdf#zoom=50

6 Accenture Global Consumer Pulse Research, December 2017 7 “It’s Not Just Facebook: Customer Confidence in Social Media Companies Has Deteriorated Overall,”

Katie Canales and Shayanne Gal, Business Insider, August 28, 2018, https://www.businessinsider.com/facebook-twitter-social-media-confidence-charts-2018-8

References


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https://www.inc.com/ilan-mochari/innosight-sp-500-new-companies.htmlhttps://hbr.org/sponsored/2017/07/digital-transformation-is-racing-ahead-and-no-industry-is-immune-2https://hbr.org/sponsored/2017/07/digital-transformation-is-racing-ahead-and-no-industry-is-immune-2https://www.cnbc.com/2014/06/04/15-years-to-extinction-sp-500-companies.htmlhttps://www.accenture.com/t20180731T01414%204Z__w__/us-en/_acnmedia/PDF-80/Accenture-Living-Business-Research-Report-2018.pdf#zoom=50https://www.accenture.com/t20180731T01414%204Z__w__/us-en/_acnmedia/PDF-80/Accenture-Living-Business-Research-Report-2018.pdf#zoom=50https://www.accenture.com/t20180529T062408Z__w__/us-en/_acnmedia/PDF-50/Accenture-Race-To-The-Smart-Home.pdf#zoom=50https://www.accenture.com/t20180529T062408Z__w__/us-en/_acnmedia/PDF-50/Accenture-Race-To-The-Smart-Home.pdf#zoom=50https://www.businessinsider.com/facebook-twitter-social-media-confidence-charts-2018-8https://www.businessinsider.com/facebook-twitter-social-media-confidence-charts-2018-8https://twitter.com/hashtag/KeepMeIndex?src=hash

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PLAYING FOR KEEPS - Accenture€¦ · 5 Playing for keeps: Increasing customer stickiness and...

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