10 November, 2010 | (01 hr)
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Many senior executives believe their company is not getting enough value from its satisfaction/loyalty programs. The programs fall short in incremental knowledge, with no new learning over time and a questionable relationship to real loyalty. In many cases performance has reached a plateau, with a very weak association to financial performance and no proof of a solid return-on-investment. Changing the suppliers who run these programs is usually painful and helps only briefly, if at all.
As companies emerge from the recession and assess the value of these programs, they are looking for ways to reduce costs and increase value. There are straightforward ways to revitalize these mature programs and take them to the next level. It just requires a new way of thinking about what these programs are being asked to do today relative to what they were originally intended to do. Learn how companies are reassessing and rethinking their strategies in this new environment.
The Stakeholder Management Area of Expertise (AoE) focuses on research and consulting in areas related to customer satisfaction, employee engagement, and corporate reputation. Returning to TNS after three years at another firm, Carlson is responsible for supporting strategy development and AoE gr...Full Bio
As Chief Client Officer, Jerry is responsible for ensuring an exceptional experience in every aspect of a client’s interaction with Ketchum. He is a member of the firm’s Executive Committee and was previously responsible for establishing and managing Ketchum’s business in Eur...Full Bio
David Reyes-Guerra is Vice President and Chief Marketing Offi cer of The Conference Board.
As a writer, photojournalist, and branding expert, he has directed a variety of programs in a 30-year career spanning corporate positioning and brand identity, marketing communications, investor and...Full Bio