Peppers & Rogers Group combines a global perspective, deep expertise in customer strategy and decades of experience serving top companies. Read our latest insights and thought leadership on the customer economy.
February 2012
Many financial services companies struggle to balance company and customer requirements. Specifically, they're challenged with the need to deliver exceptional multichannel contact center experiences while managing operational efficiencies, containing costs, and harnessing opportunities to increase sales.
Continue reading "Balancing Multichannel Customer Support with Cost Containment" »
The publishing industry will live or die with the success of Barnes & Noble. So says an article by Julie Bosman in The New York Times, "The Bookstore's Last Stand," (29Jan12, p. 1 Business). Bosman's article was spot on in many ways, and it's clear that CEO William Lynch is doing good things for the company. But as Ms. Bosman reports, Amazon.com's market cap is currently $88 billion, compared to B&N's mere $719 million. The Wall Street Journal reported last summer that then-execs at B&N offered to buy Amazon.com from Jeff Bezos in 1996 as a favor. In 15 years David and Goliath's roles have reversed. Have the weapons changed? Have the armies?
The healthcare industry is in a state of drastic change. Legislative changes, new technologies, rising costs and growing consumer expectations mean that health insurers need to think differently about how they build and nurture relationships with their customers.
Marc Ruggiano of Peppers & Rogers Group discusses the important role consumers have in how the healthcare industry evolves, and how the idea of consumer trust can be the foundation of transformation.
Continue reading "More Than Reform: Consumer Trust Is Redefining the Healthcare Industry" »
It's been barely a month since Yahoo appointed a new CEO. Things have been rather quiet from Yahoo's end, but the press has been quick to criticize Yahoo's board for yet another poor choice of Chief Executive to steer the Yahoo titanic out of icy waters. Indeed, at first sight, new Yahoo CEO Scott Thompson does not strike you as an obvious digital captain to lead one of the world's largest Internet destinations.
In the movie Up in the Air, George Clooney's character is a consultant obsessed with loyalty programs. His goal is to reach 10 million frequent flier miles and have a plane named after him. But what companies can actually take their loyalty programs that far? How far can you go to keep loyal customers interested and reaching for more?
Many companies offer loyalty programs, designed to reward the most loyal customers and make sure they build share of wallet. They have a progression path, tiers to be reached, and higher and higher privileges that members aspire to achieve. So what happens when a customer reaches the top of the pyramid? How do you keep the spark of the initial relationship going strong?
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