Leading 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 multinational enterprises deeply engaged in leading customer driven transformation efforts. From these discussions we mapped out three critical directions that make the route to success shorter, faster, and more successful:

1. Pointofview
Customer Driven
Transformation
Mapping The Route to Success

2. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Leaders on a Journey
Leading organizations are increasingly launching major shorter, faster, and more successful: 1) align customer
efforts to improve customer experience. Yet many of these experience strategy with organizational DNA, 2) drive
organizations are finding these efforts to be challenging customer experience broadly across the organization, and
multi-year initiatives. To understand what it takes to be 3) maintain a bias for action during the five stages of the
successful, we interviewed senior executives from 20 top journey. These proven directions can benefit executives as
North American enterprises deeply engaged in their own they guide their organizations along the path to customer
customer experience journeys. From these discussions we experience success and the business results that follow.
mapped out three critical directions that make the journey
Mapping the Route to Success
There 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 About This Report
different points in the journey. Those who have progressed Ipsos Loyalty conducted in-depth
to advanced stages along the journey, however, look very telephone interviews with customer
similar not only in terms of mindset and challenges, but experience leaders from a variety of
also from a broader perspective. They share similar leading organizations in North America.
organizational structures, secure similar levels of executive We interviewed 25 customer experience
leaders across 20 organizations. We
and organizational engagement, acquire similar knowledge
attempted to gain a wide spectrum of
bases, and complete similar actions. Executives naturally
participating organizations, with varied
wonder how to most efficiently and effectively progress progress in their implementation of a
through the stages. It is clear that some organizations customer experience strategy. We
reach the advanced stages by following paths that are focused on three questions:
shorter, quicker and more successful while others are
1. What does the customer experience
longer, slower and less successful. Our research reveals that
journey look like?
distance, speed and success along the journey is a function
of three factors which provide direction: 1) aligning 2. What factors determine the length,
customer experience strategy with organizational DNA, 2) speed and level of success on the
driving customer experience broadly across the journey?
organization, and 3) maintaining a bias for action during 3. What specifically can be done along
the five stages of the journey. 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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3. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
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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4. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
DETAILED FINDINGS
The 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 “It (our challenge) is
and the time needed to move to the next one will vary. aligning everyone around
This variation is tied to the three directive factors. First,
what we are trying to achieve
we consider the five stages.
with the customer experience,
Stages on the Customer and ‘how will we know when
Experience Journey we get there.’ No one has a
Participating companies represented different points solid definition for it yet.”
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.
Stage 1: Securing Engagement
In stage 1 the customer experience leaders – whose roles For customer experience efforts being led by the CEO or
are likely not formally defined - are seeking support and senior team, the stage is easier, but not a mere formality.
engagement from the senior leadership team from a Significant effort is still required by the customer
strategic perspective. In other words, they are seeking the experience leaders to ensure broad and deep alignment
buy-in and support for an overarching customer goal and on how to proceed with the customer experience effort.
strategy. They are often competing for mindshare with Companies know they are ready to move to the next
other organizational priorities and managing internal stage when this level of alignment is achieved.
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.
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5. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Stage 2: Developing Insight Stage 3: Driving Action
Companies in stage 2 have progressed but are still early Companies in stage 3 have established a credible fact-
in the journey. These customer experience leaders have base around the customer experience. In this stage,
secured alignment and funding to move ahead with the customer experience leaders see the value of the fact-
customer experience but lack a fully functioning customer base that has been created and are looking to share it
measurement system and connections to the way broadly with the organization to get traction. They are
decisions are made. A limited fact-base around the attempting to move leaders beyond strategic buy-in and
customer experience makes it difficult to convince people support to tactical buy-in and action. This is “where the
to act differently. rubber meets the road” and where leaders begin to
diverge. Some leaders quickly see the value and look for
In this stage, customer experience leaders are challenged
support as they proceed while others decide to wait it
to flesh out and implement a customer experience
out. Based on this, customer experience leaders also face
measurement system that addresses the needs of the
the challenge of how best to deploy their scarce resources
organization. These are significant challenges as customer
to manage the full gamut of stakeholders.
experience leaders must balance the complexities and
needs of specific businesses and groups with the need for In this stage, once actions have been identified, customer
standardization at the corporate level. experience leaders also face the challenge of measuring
the results of initiatives. They realize the need to prove
Once the measurement system is in place, customer
the value to help maintain the momentum and help the
experience leaders strive to make the resulting data as
organization stay focused but often struggle thinking
consumable and actionable as possible for the
through how to get it done. Companies know that they
organization. This often entails feeding it into value
are ready to move to the next stage when strategic
propositions, brand priorities, etc. Companies know they
actions have been taken by multiple groups across the
are ready to proceed when they have a robust customer
organization and the needle has started to move on the
measurement system in place that is producing credible
customer experience.
data and surfacing critical improvement priorities around
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
“Our number the final two stages.
one challenge is the
lack of a loyalty
measurement system.
I am not sure you know
what to work on if you “We have good
do not measure it.” momentum and
good data, now how
do we make traction in
the organization?”
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6. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Stage 4: Facilitating Embedment Stage 5: Capturing Value
Companies in stage 4 are reaching advanced stages on the Companies in stage 5 have reached the advanced stage
customer experience journey. They have traction in terms of the journey. They share similarities on several fronts,
of driving action and showing progress in pockets of the which are not as evident in companies in early stages of
organization. The challenge of the customer experience the journey. Earlier stages show much higher variation
leader now becomes broadening the reach of the customer across companies; stage 5 companies share a similar
experience across the organization and encouraging all customer experience focus, organizational structure,
businesses and groups to take ownership for it. knowledge base, and infrastructure.
In this stage, another challenge is getting senior executives First, in terms of focus, these companies have successfully
to continue promoting the importance of the customer driven customer into the center of the business. The senior
experience to the ultimate success of the organization. executive team and broader organization see the proof that
These companies have not fully made the customer part of the customer experience is critical to the success and value
the way that the business is run. As a result, it is possible of the enterprise and as a result is a top priority. These
to regress from higher stages without constant pressure companies hold customer data in high regard. In fact, it is
from the organization to pursue change. on par with sales and operational data. Second, in terms
of organizational structure, they centralize strategic
Companies know that they are ready to move to the final
oversight of the customer experience measurement and
stage in the customer experience journey when they have
management in a small team. A small team is sufficient as
transferred customer experience to the broader
the heavy lifting on the customer experience is being done
organization and have driven significant activity and
by business units and functional teams.
progress widely across the organization.
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
“There is no broad time and effort into leadership engagement and
ownership (for the communications, training and tools, performance
customer experience). management and compensation, and integration into
That still needs to come.” 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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7. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
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 “One of our top
that experience significant employee turnover; the challenges is cross
struggle is tied to getting new employees to understand
and believe in the customer experience focus and process
functional alignment and
that has led and will lead to success. 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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8. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Summary of the Five Stages
These 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 Journey
Participant 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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9. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Aligning Customer Strategy with
Organizational DNA
The 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 c. Historic Growth Strategy – A company’s growth
strategy of an organization lies on a continuum from history ranges from solely/primarily acquisition
a strong internal focus on the company operations growth to solely/primarily organic growth.
to a strong external focus on the customer. Companies who have grown primarily through
Companies with a strong external focus on the organic means find themselves in a favorable
customer tend to be in a more favorable position for position with fewer integration issues and cultural
the customer experience journey since they are used challenges to impede the customer experience
to thinking about the customer and using customer effort.
data to make decisions.
d. Control Over the Experience – The control over
b. Organizational Structure – Structures range the customer experience ranges from partially
from strong functional organizations to strong owned and managed to wholly owned and
matrix organizations. Functional organizations managed. Companies who have direct ownership
primarily work within functions while matrix and control of the customer experience are favorably
organizations primarily work across functions. positioned as they do not need to work through the
Companies who have a strong matrix structures additional complexity found in influencing third
tend to be in a more favorable position for the party partners such as dealers, retailers, or
customer experience journey since they are already independent agents.
used to working horizontally.
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10. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Driving Customer Experience
Broadly Across the Organization
The 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 c. Positioning – A company may launch customer
from middle management driving the customer experience as an initiative or program, or may
experience while top management is focused on pronounce customer experience as core to the
delivering the numbers in the short term to top business. Companies that take the broader
management driving the customer experience as a perspective tend to be in a more favorable position
way to keep focus on the long-term. Companies as they are not constantly trying to fight perceptions
who have top management focus around the that customer experience is an add on that is solely
customer experience are in a favored position as owned by a single group, as is often the case when
they more readily see and value the broad benefits seen more narrowly at the onset of the customer
of being customer focused and are not constantly experience journey.
being asked to justify the top and bottom line
d. Scope – The scope of the customer experience
impact of the customer strategy.
work can vary from a targeted launch in part of the
b. Burning Platform – This continuum ranges from business to a broad, organization-wide launch.
complacency due to a widespread sense of Companies who launch the customer experience
accomplishment to urgency around a widely more broadly may find more long-term success as
recognized organizational need. Companies with a they can more quickly get the organization driving
burning platform are better prepared for the journey horizontal solutions around the entire experience as
as it takes minimal effort to convince the opposed to vertical solutions around part of it.
organization that change needs to occur. A strong
message of ‘getting back to basics around the
customer’ may be sufficient.
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11. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Maintaining a Bias for Action
To highlight the importance of keeping a bias for action talking them through it, they do have some helpful
to sustain momentum at each stage of the journey, we thoughts to shape your thinking and help you to reach
have organized keys to success and aligned them against others.” Companies also should get clarity on what the
the different stages. We have framed these keys to organization is trying to achieve with the customer
success as actions that should be considered to transition strategy, like whether it is an incremental improvement
more quickly from one stage to the next one. or a culture shift. This clarity ensures there is no mismatch
in expectations and that the customer experience is
To help transition from stage 1 to 2, customer experience
approached in the proper way.
leaders should get the organization to build support from
top through middle management and leverage their Companies should ensure that the customer strategy is
cross-functional expertise. One respondent noted, “You framed within the company’s DNA and business model
need to have broad engagement in this (the customer and closely tied to the mission, vision, and goals. Most
experience). It is not just sales, marketing, research, or organizations do not want to change who they are or how
quality. It requires a lot of communication, and not mass they compete. They simply want to enhance their
PowerPoint decks. It has to be personal - here’s how it competitive advantages through a sharper focus on the
affects you. It is about quality communications. It is not customer experience. Finally, they should ensure a process
about mandates from on high, but deep conversations.” is created that covers all customer experience
He went on to add, “It (engaging the organization) is measurement and management components needed to
mostly just about rolling your sleeves up. There is fear of drive the desired change and dedicate resources to
“what if they want to make changes to this?’ But by 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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12. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
To support movement from stage 2 to 3, companies To make customer data even more real, companies
should implement a standardized, continuous, and looking to move to stage 3 should connect strategic
credible measurement system. Building the measurement customer measures to tactical operational measures that
system in this manner allows senior executives to get the front line relies on every day. Otherwise, it is often
regular and comparable data across the organization difficult for front line employees to see how they
while ensuring the front line buys in and gets behind contribute to the strategy without clear line of sight to
driving the data. These companies should also go beyond the impact of front-line jobs on what the customer
the hard numbers to communicate the customer experiences. Finally, companies should strive to
experience to the broader organization. They can rely on incorporate customer metrics into dashboards at all levels
customer videos, testimonials, etc. to highlight of the organizations. This allows the organization to get
improvement areas. One respondent noted, “It sounds into a rhythm or cadence around reviewing and acting
minor, but being able to use media and show the agony upon the customer data. Dashboards also enable the
people go through in trying to use our products was a organizational to keep the focus on the customer
huge key. It was enlightening to some who had never “top-of-mind.”
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!”
• 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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13. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
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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14. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
To move to “capturing value,” companies must Companies looking to move into stage 5 can create ties
acknowledge that successful employees in the old world to compensation to reinforce accountability and
may not necessary be successful in the new world of encourage the right behaviors and decisions. This link to
customer experience. One respondent described having compensation is not always necessary, but is useful for
the right people as a bigger key than most might expect, organizations to consider in advanced stages. Finally,
stating “This might sound fluffy, but you want to have companies must realize that employees are flooded with
people in these jobs that don’t give up. And they take messages, and they will need to stay in front of the
responsibility for the experience.” Companies also need employees to keep customer experience mindshare.
to realize that all employees – new and existing - need Ongoing communication from senior leaders is particularly
data, tools, and guidance to deliver the customer important for the organization to hear. Another
experience. One respondent noted that this is especially respondent noted that executives need to be reminded to
crucial in companies with high turnover. “We have a lot speak about the customer experience. “Your executives
of turnover in front line, up to 30%. We are always have to talk about it all the time! Executives will tell you
educating new people. Even with existing employees, you “of course it’s important.” But you have to SAY it! If you
still need to refresh their education. It is also about don’t, employees will cut costs without considering
continuing to make people familiar and comfortable with customers. If you do not talk about it, they will not make
delivering the customer experience.” 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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15. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Throughout the journey, customer experience leaders are typically the groups most aligned with the
should maintain a bias for action by leveraging the senior organizational DNA. For example, in a company
leadership team to set the tone. High visibility and competing on product innovation, the centers of gravity
‘walking the talk’ will make the road easier. As one are often the product development and manufacturing
respondent who had advanced to stage 5 reflected, “For areas. Some companies have kept this constant
us, it’s been completely consistent and driven by the consideration by aligning the entire customer experience
position our CEO has taken and publicly reinforced, saying organization, or at least customer experience members,
‘we measure our success on these factors, and these will with the centers of gravity through formal or informal
NOT change as long as I am working here!’” Companies reporting relationships.
should also consider leveraging external expertise to
Finally, despite the pressure to show short-term results,
guide the customer experience journey. This can entail
companies should realize that customer experience is a
hiring experienced people and/or partnering with third-
journey and not a project. It takes time to see the results,
party experts. Companies cannot expect the capabilities
so many companies tackle one thing at a time, show the
to be found in-house if the customer experience has not
value, and build on it. As one respondent shared, “The
historically been a focal point.
key to success is persistence. It’s having an attitude of ‘we
Companies should also give constant consideration to the can do that,’ versus ‘that’s inconsistent with our policy.’
‘centers of gravity’ in the organization. A center of gravity Successful programs have to do with always finding a way
owns significant budgets or influence and can act as the to get it done.”
tipping point for the customer experience. These centers
• 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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16. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Summary of the Three
Directive Factors
There 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.
CONCLUSION
Ipsos 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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17. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
Comparisons Across
Quantitative Questions
The continuums below represent the responses to the We are sharing this information to enable companies to
quantitative questions for companies in this research. compare themselves against all respondents and Stage 5
They indicate: respondents to assess their progress. It can be used to
• the mean scores for all respondents in our research identify gaps as companies try to move to the advanced
stages on the customer experience journey.
• the range of responses among all respondents
• the scores for companies classified in stage 5 – i.e.,
companies with proven value capture.
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18. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
About the Survey Participants
Participants represent leading companies across industries.
Company Name Company Description
Agilent Leading manufacturer of scientific instruments and analysis equipment
Technologies #1 supplier of electronic test and measurement products
2nd largest US personal lines insurer
Allstate
Sells auto, homeowners, property/casualty, and life insurance products in Canada and the US
Leading and well-known maker of wood-clad windows and patio doors in the US
Andersen
Operates more than 100 Renewal by Andersen window replacement stores in 33 states
Briggs and Largest manufacturer of air-cooled gas engines for use in lawn mowers and garden tillers
Stratton Also manufactures portable generators, pressure washers, switches, welders, and other products
2nd largest distributor of pharmaceuticals and other medical supplies and equipment in the US
Cardinal Health
Largest of the company’s business segments is healthcare supply chain services
Major provider of payroll processing and other human resources services
Ceridian
Participant for this research resides within the Canadian business
Major U.S. financial service institution company operating over 400 branches in 6 states
Compass Bank
Offers services such as deposit accounts, credit cards, discount brokerage, and lease financing
#1 direct-sale computer vendor providing computer products to consumer and enterprise markets
Dell
Offers products such as PCs, network servers, workstations, storage systems, and printers
One of the world’s two largest makers of farm equipment
Deere & Company
Participant for this research resides within John Deere Credit Company
The Regence Leading provider of health insurance and related services serving nearly 3 million members
Group Operator of the largest group of Blue Cross Blue Shield companies in the northwest US
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19. C U S T O M E R D R I V E N T R A N S F O R M AT I O N
About the Survey Participants
Participants represent leading companies across industries.
Company Name Company Description
Global leader in energy and petrochemicals who is active in more than 130 countries
Shell
Participant for this research resides within Shell Lubricants
One of the world’s top consumer electronics firms
Sony
Participant in the research resides within the U.S. operations
Fourth largest US bank operating some 3,400 branches in eastern and southern states
Wachovia
Other services include capital and wealth management and corporate banking
#1 global appliance manufacturer and marketer
Whirlpool
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
19

20. Contact
To learn more, please contact:
John Carroll, III
Global Head, Customer Experience
Ipsos Loyalty
john.e.carroll@ipsos.com
About Ipsos Loyalty
Ipsos 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
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