Mix quantitative and qualitative feedback from different stakeholders to fully understand your B2B customer relationships.
Understand your B2B customers on every level to create the most organic growth, especially during mergers and acquisitions.
Prioritize customers throughout M&As to avoid customer attrition and secure the new company's future.
Discover insights that can solve persistent problems and create long-term growth in your B2B business.
Struggles with indifferent B2B and banking customers were major business challenges Gallup.com covered in 2016.
Companies aren't growing. CEOs talk a big customer game and then go back to their offices, acquire their competitors and lower prices. Shockingly, boards of directors encourage this.
Globalization has inspired this fascinating turn of events: The type of management science usually reserved for large, multinational companies is starting to be applied to small businesses in Mexico -- and it's boosting bottom lines. Find out how.
The authors of Human Sigma: Managing the Employee-Customer Encounter tell why people are the fulcrum of profitability and why it’s tempting to replace workers with machines -- and why you really, really shouldn’t.
Gallup's World Poll, the first of its kind, reveals new findings on the "great global dream" and how it will affect the rise of the next economic empire. Jim Clifton, Gallup's chairman and CEO, offers an in-depth analysis of the study's implications for leaders.
Business leaders, researchers, academics, and management consultants alike have found that customer satisfaction is, by itself, a relatively poor indicator of future customer behavior. And the data support their concern, say the authors of Human Sigma: Managing the Employee-Customer Encounter (Gallup Press, November 2007).
Most companies face barriers that prevent them from fully engaging customers and employees. This article explores the root causes of these barriers. It shows how to permanently remove them to clear a path to greater engagement.
The precepts of the Positive Psychology movement have profound implications for both huge multinational corporations and the micro-enterprises that represent the seeds of a better future in developing nations. Business leaders and leading social scientists explain why.
Most companies face barriers that prevent them from fully engaging customers and employees. Some of those obstacles are rooted in well-intentioned company rules and policies. This article, the first in a two-part series, highlights the key characteristics of those barriers, as revealed by Gallup research.
Every interaction with a customer -- such as a new sales opportunity or complaint handling -- is a chance to develop a relationship and build an emotional connection. HumanSigma looks at the quality of the employee-customer encounter and provides a method for assessing it and a disciplined process for managing and improving it.
For more than two decades, this global company has delivered at least 20% organic growth annually. Stryker executives attribute this achievement largely to recruiting people who have the right innate talents to drive the business forward. Indeed, attracting and retaining a high-performing and self-motivated workforce is central to the company's corporate strategy.
Executives from some of the world's leading retailers report that they want more business from their current customer base. The question on all of their minds is: How can their companies achieve this aim? Here are four key strategies these leaders are pursuing.
Lousy companies sell 100% on price. Great companies pursue a strategy of organic growth. The key to that strategy is how organizations perform one customer at a time. So here's the million-dollar question for executives: Is your company a partner with every customer, or just a vendor? Consider your answer carefully, because it will determine your stock price.
All too often, banks open sparkling new branches, flood the community with ads for them -- and then no one shows up. Why do otherwise savvy retail banks make this huge mistake, and what can they do to fix it?