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Business-to-Business Customer Advocacy: Is It A Real Possibility Or A Real Oxymoron?

Beyond Philosophy

The new behavior was ultimately defined as customer advocacy , i.e. actions driven by a strong bond with the preferred, most favored brand and active, voluntary online and offline word-of-mouth on behalf of that brand. . But, what about customer advocacy in BtoB products and services? Does it exist?”.

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Now Revealed and Proven: (The True Marketing Value of) Return on Word of Mouth

Beyond Philosophy

Study objectives also addressed fundamental issues: How much of sales, or other tangible objectives, is driven by WOM? The report chronicles a detailed and extensive data collection and analysis effort (using structured equation modeling), where over two years of results were generated. How does WOM/ROI vary by business category?

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How Can Your Company and Customers Profit Most from Higher Employee Commitment?

Beyond Philosophy

Gwinner of Kansas State University—have found that employee behavior and advocacy—regardless of the employee’s level of satisfaction—have a direct and profound relationship to the behavior of customers, and also to corporate sales and profitability. Customer Centric Employee Engagement.

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5 Steps to An Effective Customer Success Interview Process

ClientSuccess

Customer Success + Sales . One of the most critical internal relationships customer success teams have with sales is sales, so it makes sense to put this collaboration and cross-functional focus on display during the interview process. Customer Success + Marketing.

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5 most popular Webinars of CustomerSuccessBox

CustomerSuccessBox

Takeaway: Learn the right strategy and approach to Onboarding customers remotely. Link: Onboarding Customers Remotely. Webinar 2 – How to do Churn analysis. Why Attend: Churn is not just a Customer Success problem. Takeaway: Learn a proven framework to Churn analysis and get a control on your churn.

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Comparing Perceived Value Drivers For Employees and Customers

Beyond Philosophy

In preparation for Customer WinBack , my 2001 book on customer loss and recovery co-authored with Jill Griffin, we conducted original research among purchasing agents and sales/marketing managers to better understand the essential value delivery perceptual differences between customers and suppliers.

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“U.S. Employee Engagement Reaches Three-Year High.” Where Customer Experience and Value Delivery Are Concerned, Shouldn’t We Ask: ‘So What?’

Beyond Philosophy

At best, this conclusion feels like a major s-t-r-e-t-c-h of correlation analysis results. Just as satisfaction has little proven connection to customer behavior, employee engagement was not designed to drive customer behavior. correlation. manager(s), and is there trust and credibility between the levels? Like the “So what?”