Emerging Economies: Exporting a Profitable Customer Experience
A large percentage of consumers in emerging
markets report their customer service expectations
are now higher than they were five years ago and
even just one year ago.
—ACCENTURE, 2010
Reza Soudagar, Vinay Iyer, and Dr. Volker G. Hildebrand
THE EYES OF THE BUSINESS WORLD are on emerging markets. Companies in mature markets are looking to emerging economies for growth opportunities, while those in emerging markets are seeking to attain the status of global players. In either case, the customer experience edge, driven by the smart use of technology, is a major factor in whether success is attainable.
For businesses in mature markets, the attraction of emerging economies is clear. After weathering the global recession better than most countries, Brazil, India, and China now account for an increasingly larger portion of the world economy. According to the International Monetary Fund (IMF), each of these countries expects GDP growth of more than 6 percent in 2011, with China topping the sunny outlook with an expected growth rate of 9.6 percent. Other emerging markets (notably, parts of Africa, Russia, and some Eastern European nations) are also growing quickly, but China, Brazil, and India are most significant because of their respective rankings within the top 15 world economies based on GDP, according to the IMF. As reported by Bloomberg, the world’s biggest private equity firms are looking to take advantage of regions with an expanding middle class, rising disposable income, and increased consumer sophistication.
Meanwhile, companies in emerging markets are looking to move beyond their traditional low-price competitive differentiation and sell premium products of higher value to consumers in mature markets. Examples range from introducing a new flavor to a mature market (such as the growing popularity of packaged tender coconut water from Brazil) to more sophisticated consulting services (such as Indian IT firms establishing a stronger onshore presence through foreign hiring practices). To succeed in this endeavor, they need to have a better understanding of their customers and surround their offerings with a more intimate experience.
Emerging-Market CE: No Shortcuts
For companies that are looking to expand in emerging markets, the customer experience (CE) edge is just as important as it is for differentiation in developed markets, and in some ways, it is even more difficult to achieve. Potential customers in emerging markets rely more on mobile devices and short message service (SMS) messaging than on e-mail and the Web. At the same time, in terms of personalized, meaningful experiences that fit their local needs and preferences, these customers are developing the same level of expectation as their counterparts in mature markets. So while all four customer experience essentials apply here (reliability, convenience, relevance, and responsiveness), relevance takes on renewed importance.
According to a 2010 Accenture report, consumers in emerging markets are just as attuned to a strong customer experience as those in developed markets, if not more so. For instance, the report revealed that emergingmarket customers are more inclined to switch providers as a result of poor service across all industries, but especially within the retail and banking industries. While the reasons for this were not specified, it may be that customers are less entrenched with their providers and thus are more open to experimentation and trying new things. A large percentage of consumers in emerging markets report that their customer service expectations are now higher than they were five years ago and even just one year ago. The consumer reigns, the world over.
TIP
No matter where you are in the world, a key technology for a profitable customer experience is short message service texting. Available on any mobile phone service, SMS has been used to its fullest potential in emerging markets and much less so in mature markets. To operate in emerging markets, companies will need to be much more sophisticated in their use of messaging or new variants of SMS, while emerging-market companies can adapt their advanced SMS expertise to their advantage in mature markets.
There is a widening gap, Accenture concludes, between what consumers expect and what they actually experience—a gap that threatens to hinder companies’ growth in these parts of the world. Many people falsely assume that customers in emerging markets will welcome obsolete or simplified products—that they will be grateful for any technology, even if it isn’t even close to state of the art. The Internet and social media have ended any opportunity for sellers to take advantage of customers’ ignorance.
When selling into an emerging market, the most important thing a company can do is due diligence to ensure that the product and the experience are aligned with people’s needs, lifestyles, and shopping behaviors. This means studying local trends and customs and what the people there value. In other words, will it play in Peoria—or in Hyderabad, Shenzen, or São Paulo, for that matter? A real danger is allowing organizational hubris (“we know what’s best, anywhere in the world”) to lead to wasted investment and lost jobs. Gold-standard products and customer experience in your market may not even resemble the most popular products and best customer experience in another market.
If you don’t already have employees in your target market, you will need advice and counsel from people on the ground who are intimately familiar with the local culture. Getting the nuances right requires insider knowledge and vetting every step of the way—we can call this LACE:
• Listen carefully.
- Analyze thoroughly.
- Co-create with your target customers.
- Engage locally in accordance with the customers’ desires.
A car company selling into India, for instance, would have to design a more compact and fuel-efficient model than it would sell in North America. Most Indian consumers today need only basic transportation rather than larger, more luxurious automobile models.
Awareness building, which drives your offering’s emotional value, also needs to emphasize the relevance of your product or service. Samsung has done a good job in this area, first by optimizing its products for its intended market and then by building up its brand image. For example, it built a small washing machine that can be used on a balcony in Africa, India, and other markets where most people do not have a separate laundry room, and then developed a marketing campaign for both online and traditional media, called “The Way You Live,” that underlined that connection.
A common mistake that large companies make is to think that the expensive ad campaigns that work in mature markets are transferable to emerging markets. An example is a company that used a soccer theme in its advertising; this played well in regions that love soccer, but it fell flat in India, which favors cricket. Pepsi’s famous “Come Alive! You’re the Pepsi Generation” campaign of the 1960s was an early example of something possibly having been missed in translation. While the error has now been elevated to the status of impossible-to-verify urban legend, this slogan may or may not have been interpreted by consumers in China (or Mexico, Thailand, or Germany) to mean that the soft drink would bring people back from the dead.
Global trends don’t necessarily apply in the particular market you are targeting. For example, traditional newspapers and other forms of print media have been losing their influence in most of the developed world for at least the past 7 to 10 years. However, in India, newspapers retain their supremacy, so no customer experience would be complete without newspaper advertising, as well as a celebrity spokesperson from the right sport. Similarly, don’t assume that Face-book and Twitter have the same dominance as in established markets. Brazil and China, in particular, have their own established social networks. It would be folly not to include local sites in your emerging-market social media plans.
The bottom line is, go on a discovery mission to bring all of your assumptions about a market to the surface, and then question everything. Vet everything with local employees, experts, and consumers. No one is exempt from the risk of becoming yet another cautionary tale. For example, a large computer company that was planning a foray into India wanted to address the threat of counterfeit devices destroying its profit margins. To encourage consumers to make sure they were buying genuine products, company executives convened a meeting and devised the idea of offering one free support call to everyone running a validated system. There was just one problem: the free support call did not fit the way most Indian consumers buy computer systems. Most buy them from an individual or a small consulting company, which installs the computer and all the software at the buyer’s house, then returns to help with any problems. In this environment, the offer of a free support call not only would be useless, but would also signal to consumers that the company did not understand common practices there.
Despite being one of the world’s largest and most successful enterprises, this company went so far as to allocate the funds to build a major call center to provide the free support calls. Though it had sought advice from native consultants, these experts, out of respect, had only dropped subtle hints that the idea was faulty. The project was halted at the last minute when a manager finally got through to the executives that the effort was doomed. This goes to show that when it comes to delivering on the CE essentials in emerging markets, all four—reliability, convenience, relevance, and responsiveness—can have different meanings in different locales.
The experience of Best Buy in China and Turkey is another cautionary tale. The world’s largest electronics retailer in terms of sales closed all of its branded stores in China, highlighting a mismatch between its emphasis on service and the physical shopping experience and Chinese shoppers’ price sensitivity. It was not convenient for Chinese consumers outside the major cities to get appliances repaired by the retailer, and it was impractical for a store repairperson to drive hundreds of miles to fix a refrigerator. Perhaps Best Buy could have saved its operations in this market by making an effort to better understand consumer behavior there—for instance, by seeking local partners to service its products.
Small product and service suppliers often play a major role in life in emerging markets. In India, for instance, cosmetics are sold at little shops on every street corner. So, while the cosmetics retail sensation Sephora has been looking into opening stores in India for the past few years, it has not yet done so. This caution may be wise, as the company is analyzing consumer life there and how its format might be adapted, rather than vice versa. You can’t expect distribution channels in your target market to match those in your primary market. You may need to create alternative channels that are appropriate to the local market.
Mobile Phones and SMS: The Cornerstone of the Emerging- Market CE
The ubiquity of smartphones and other mobile phones in emerging markets makes it easier than ever to reach out to potential customers and expand the customer experience to these far-flung realms. With the penetration of these devices outstripping that of computers, laptops, or even TVs, it is safe to say that potential customers in emerging markets are more likely to have their customer experience shaped by smartphone or mobile phone interaction (and most likely through SMS messages) than by any other media. In a 2010 survey by Accenture, more than half (53 percent) of Chinese respondents currently own a smartphone, compared with one-third of U.S. respondents. Furthermore, smartphones are predicted to be the most purchased device in China in 2012, with 38 percent of those surveyed planning to buy one.
Because of this ubiquity, any discussion of creating a strong customer experience in emerging markets would be incomplete without a mention of SMS—or, as it’s known in the United States, text messaging. In most emerging markets, SMS is the way for companies to reach consumers, and its use is on the upswing. Consumers who are too poor to have a PC, an Internet connection, or even a bank account do have cell phones, virtually universally, and companies in those markets rely on SMS to reach them, whether for mobile couponing, status alerts regarding their current accounts or products owned, or alerts for special sales and discounts.
Globally, SMS traffic is expected to increase to 8.7 trillion messages in 2015 from 5 trillion messages in 2010, according to Informa Telecoms and Media, with SMS revenues reaching $136.9 billion in 2015 compared with $105.5 billion in 2010. The organization says that SMS is increasingly being used by banks and financial institutions, brands, retailers, and transport providers to deliver alerts, information services, mobile marketing campaigns, appointment reminders, tickets, coupons, banking and payments, and loyalty programs.
Because messaging systems like SMS are relatively inexpensive, reliable, universal, and familiar to consumers in emerging markets, companies in mature markets can use them to target these customers. They would do well to watch and follow the lead of emerging-market companies, which are quite sophisticated in the way they use SMS compared with what their mature-market peers are doing. SMS in emerging markets already encompasses things like location-based coupons, surveys, quizzes, customer service, bill payments, and even rudimentary telemedicine applications. Approaching emerging-market consumers with an entry-level SMS strategy risks appearing naïve and out of touch.
In Africa, for example, counterfeit goods are rampant. Nearly 100 Nigerians were killed by a tainted batch of fake pharmaceuticals in 2010. In response, a start-up called Sproxil created Mobile Product Authentication (MPA). Manufacturers put a unique code, hidden under a scratch-off panel, on their products. Potential buyers send the code to the authentication service via SMS, and the service sends an instant reply as to whether the product is authentic or counterfeit. Sproxil sells the scratch panels and SMS bundles to manufacturers.
Consumers pay nothing to use the service because the manufacturer covers the cost of both the query and response messages. Today, MPA is a business-to-consumer (B2C) offering, but Sproxil sees the market potentially expanding to business-to-business (B2B). For example, a manufacturer could use MPA throughout its supply chain, with scratch-off panels on cartons and pallets.
Necessity is the mother of invention, and with other communication channels being limited, emerging markets have learned to use SMS in increasingly inventive ways. Companies should study what is happening in their markets and include SMS and other messaging technologies as a primary component of their customer experience.
The Other Side of the Coin
Now let’s look at the flip side: companies in emerging markets that want to use a differentiated customer experience as a way to sell into an established market. It used to be that emerging-market companies would sell their goods into mature markets at fire-sale prices, with no relationship with the end consumer. The only consideration was price. The typical scenario was selling products like cheap MP3 players, jeans, or toys. The customer experience was nil, but the price made the buyers happy. Low price used to be the primary mode of differentiation for emerging-market companies. This is no longer the primary case.
Thanks to the Internet and social media, emerging-market companies now have the ability to engage directly with global customers by creating a more sophisticated experience than they did in the past, when they largely didn’t have a visible presence in mature markets. Emerging-market businesses can now put more of a face on their company and not just rely on low prices to attract customers. Like their competitors in mature markets, emerging-market companies have the ability (and therefore, an imperative) to establish the multichannel presence and experience options that customers expect.
It is true that companies in countries like China, India, and Brazil still have low-cost production as one of their biggest advantages. However, price is no longer king. Customer requirements have become more sophisticated. According to the Accenture study, customers around the globe are unwilling to forgo product quality, product options, or customer service to get a low price, and they are more interested in personalized experiences and in products and services that have been customized to their needs. Companies in these countries have been reengineering their products and the attendant customer experience. For instance, product-assembly instructions written in subpar English have given way to slicker, more understandable documentation that is available online in a multitude of languages.
After-sale service is a clear area for improvement. There is an opportunity to provide value-added after-sale services or a different experience level according to customer type, something that has almost never been seen from emerging-market companies selling into the United States and other mature markets.
Whereas companies that are selling into emerging markets need to get up to speed with marketing via mobility and SMS, the converse may also hold true. Emerging-market companies selling into mature markets may be able to bring their unique SMS customer engagement practices to established markets. For example, while SMS use by companies is still in its infancy in the United States and other mature markets, emerging-market companies are more experienced and skilled at using SMS as a low-cost channel for customer engagement. These companies could very well drive the adoption of low-cost customer engagement using text messages.
Emerging-market companies that seek to move upmarket with their products and services must find a way into the buyer’s value chain. Here, optimizing the channels of customer interaction is key. In addition to SMS, they need to elevate their status through sophisticated websites, smartphone applications, and social media presence.
Though hailing from Sweden rather than an emerging market, IKEA is an iconic example of a company that has succeeded in reproducing its distinctive customer experience in established markets. Its sleek furniture is undeniably cost-effective compared with other products on the market. But price is almost secondary to the experience of shopping in an IKEA store. The sheer size of the space is awesome, and Swedish touches like the yellow-and-blue flags, meatballs in the café, and native-language product names create a sense of cool otherness. With its emphasis on design, hipness, and creativity, IKEA foreshadowed the success of the Apple store. And it did this from across an ocean—a true achievement. While its retail stores are the cornerstone of its customer experience, IKEA also has an ecommerce website that succeeds in recreating the hip in-store vibe.
Whether you’re starting from an emerging market or a mature economy, delivering relevant customer experience can open the doors of your next big market. Once again, the essentials can be summed up by the acronym LACE: listen, analyze, co-create, and engage.
CASE STUDY: AKBANK
The Customer Experience at Akbank Is Surpassed Only by the Turkish Bank’s Growth
Akbank T.A.S., one of the leading banks in Turkey, has seen dramatic growth, beginning in the late 1990s and continuing through 2011. Founded in 1948, the Istanbul-based bank employs 15,000 people, who serve customers through more than 900 branches, 20 regional offices, more than 3,000 ATMs, 260,000 point-of-sale terminals, a telephone banking center, and other technology channels.
CE ESSENTIALS
- Convenience. Through Akbank’s ATMs, customers can view banking offers, chat with service reps, purchase products, and receive an SMS confirmation. After leaving a branch, customers can use any contact channel to see the status of the issue.
- Reliability. Akbank offers consistent, efficient, and effective service across diverse channels, including telephone banking centers, branches, ATMs, mobile phones, and its website.
- Responsiveness. Akbank uses key performance indicators (KPIs) to ensure accuracy, courtesy, and compliance with service-level agreements. The reports are sent to managers in a scorecard format so that they can evaluate employees and assess whether they need further training. The bank has reduced average resolution time for issues from three days to two and increased first-contact resolution rates from 65 percent to 90 percent.
While Akbank’s growth has been positive overall, a set of disparate service processes and ineffective customer communications were raising challenges. Akbank needed to find an efficient and effective way to handle the one million annual customer complaints, disputes, and suggestions that it receives each year from its disparate customer contact channels. A new customer relationship management (CRM) system, based on an integrated software platform with SAP CRM at its core, delivered an award-winning solution.
In 2010, Akbank was the first Turkish bank to receive the Oscar of CRM awards—the prestigious “CRM Excellence–Integrated Marketing Award” from research firm Gartner—for its customer relationship management system, dubbed ATOM. ATOM helps provide a more efficient solution to Akbank’s customers’ needs and expectations, leading Akbank to attract a lot of attention in global banking circles for its operational excellence, including a 20 percent investment by global banking giant Citicorp in 2007.
A Need for Transparency
Akbank first started focusing on the customer experience in 2003 through data mining and campaign management. But as the products and services it offered increased, the bank needed to communicate better with its customers and to integrate contact data from the multiple channels through which it interacted with them, including its call center, the Internet, e-mails, faxes, and 877 bank branches.
Previously, the bank had been using multiple disparate platforms for its customer operations, which were costly and inefficient, said Yesukan Akinti, head of customer service operations at Akbank. Functionality was also lacking—customer service reps had limited capability to prioritize and classify customer contacts, no alerts, and no escalation process. Responses to customers and the original customer inquiries were stored in different places, he said. “We lacked sophisticated reporting, analysis, and monitoring tools,” Akinti said.
The bank chose to deploy a new technological infrastructure to optimize its planned customer experience improvements, according to Attila Bayrak, Akbank’s CRM senior vice president. Management charged the CRM business team with designing a multichannel, multifunctional, eventtriggered sales force and marketing system. It also made sure to get buy-in on the new system from various departments. End-user workshops were held with the departments that would use the system, including marketing, alternative delivery channels, the call center, and several operational departments. Senior leadership presented examples of the new CRM tool’s capabilities and benefits at these meetings.
An organizational restructuring was also required to use the new system more efficiently. The reorganization included implementing segment-based portfolio management, then aligning the product management and marketing teams with the new segments. Previously, the CRM department, for example, had served only the retail and small/medium business segments, but now it works with all segments and product management teams.
Akbank also introduced more in-depth analytical approaches to support customer-centric marketing. The approaches include conducting valuebased and behavioral clustering and predictive modeling to create crossselling propensity models, build attrition models, decipher channel preferences and usage propensities, and develop customer lifetime value models. This more granular level of data enables Akbank to interact with customers in a more targeted way, so that the appropriate relationship manager can be aligned with the right customer segments.
Akbank is also using the CRM system to integrate all customer inquiries and route them to customer service agents who also take calls. The inquiries (or tickets) are opened by agents, who try to address the issues right away. If they cannot be resolved, the agents categorize and prioritize them and use the CRM system to transmit the information, including any attached documents, to more experienced or specialized customer service representatives. If the issue is complex, it is broken up into subtasks and escalated to the appropriate sources.
The software can also measure key performance indicators, such as average number of requests handled per day, accuracy, courtesy, and compliance with service-level agreements. The reports generated are sent to managers in a scorecard format so that they can evaluate employees and assess whether they need further training.
“We reduced the average resolution time for issues from three days to two days and increased first-contact resolution rates from 65 percent to 90 percent,” said Akinti in a report. In addition, the bank increased its customer satisfaction index by 20 percentage points.
With the software in place, human capital has been freed up for more value-added work. Customer service representatives (CSRs) have less paperwork to handle and don’t have to spend as much time on administrative tasks, enabling them to hone in on customer-related issues, Akinti said. Akbank’s IT group also spends less time supporting multiple CRM platforms, meaning that it has more time to focus on solving business issues, he added.
Today, with ATOM, a customer can go to an ATM, view an offer from the bank, learn more about the offer by clicking on a chat button and talking to a CSR, purchase the product, and receive an SMS confirmation.
The customer experience efforts are paying off. Within the first six months of the implementation of the CRM system, Akbank sold more than 500,000 new products. In addition, it gained 200,000 new customers and reported a €2.2 million gain in gross profit and a savings of €3.5 million in service costs.
CE PILLARS
- Operational excellence. Through a corporate reorganization and system consolidation, Akbank’s product management, marketing, and customer service organizations have been synchronized.
- Interaction excellence. Customers can contact Akbank through a wide variety of channels, including the Web and its call center, that provide a consistent experience.
- Decision-making excellence. The bank uses in-depth data analysis to make more customer-focused and ultimately profitable— business decisions.
But most important, customers are clearly pleased with the bank’s customer service, which has helped Akbank raise its stature and become the most profitable banking operation among privately owned banks in Turkey. “Strategically, our complaint management team has become an enabler for enhanced customer perception,” said Akinti. “If a customer walks into one of the bank’s branches to discuss a problem with a service specialist, the next day that customer can contact us through any of the integrated contact channels—like the call center or through the Internet—and easily determine the status of the issue.”
Outlook
Akbank constructed a new banking center in Çayirova, with the goal of making it the highest-transaction-capacity operations center not only in Turkey, but also in the surrounding region. The center is equipped with state-of-the-art technology.
Akbank is also keeping a close eye on customers’ changing needs to ensure that it delivers the best experience, said Bayrak. The bank is planning to use social media as a marketing channel and enhance its marketing solutions so that customers can receive more targeted offers from the various teams and broaden the overall CRM strategy.
Notes
Quoted material that is not referenced is from personal interviews.
1. For a full treatment of the subject of globalizing business, please see Appendix B, “The Right Foundation for Growing Global,” Bloomberg Businessweek Research Services, February 2011.
2. Jason Kelly, “Private Equity Managers Aim for Emerging Market Economies as Deals Shrink,” bloomberg.com, May 3, 2011,
http://www.bloomberg.com/news/2011-05-03/private-equitymanagers-aim-for-emerging-market-economies-as-deals-shrink.html.
3. “Global Consumer Research Executive Summary 2010,” Accenture, 2010,
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture_2010_Global_Consumer_Survey_Executive_Summary_v4.pdf. The survey includes online responses from more than 5,800 people in 17 countries. Respondents were asked to assess their experiences with up to four service providers in 10 industries: retail, wireless service providers, Internet service providers, banks, airlines, hotels, home telephone service providers, utility companies, cable/satellite television service providers, and life insurance providers.
4. http://www.samsung.com/africa_en/consumer/homeappliances/washing-machine/index.idx?pagetype=type_p2&.
5. http://www.snopes.com/business/misxlate/ancestor.asp.
6. Patti Waldmeir, “Best Buy Brand Closes Shop in China and Turkey,” Financial Times, February 22, 2011,
http://www.ft.com/intl/cms/s/0/62fda500-3eb1-11e0-834e-00144feabdc0.html#axzz1O2flM8dc.
7. “Consumers’ Purchases of Computers, Mobile Phones to Dip, Newer Gadgets to Soar,” DailyFT, Feb. 15, 2011,
http://www.ft.lk/2011/02/15/consumers%E2%80%99-purchases-ofcomputers-mobile-phones-to-dip-newer-gadgets-to-soar/. The Accenture survey, conducted in October and November of 2010, sought to cover a demographically representative sample across all geographies. Accenture conducted a quantitative online consumer study of 8,002 consumers in eight countries: Brazil, China, France, Germany, India, Japan, Russia, and the United States. Survey respondents in emerging countries represent key urban markets rather than the population as a whole. Survey respondents were asked about the following 19 technologies: computers, mobile phones, digital photo cameras, DVD players, regular TV, high-definition TV, portable music players, game consoles, VCRs, smartphones, GPS, digital video cameras, portable gaming devices, digital video recorders, netbooks, BluRay players, tablet computers, e-book readers, and 3D TVs.
8. “Global SMS Traffic to Reach 8.7 Trillion in 2015: Study,” Inquirer.net, January 29, 2011,
http://newsinfo.inquirer.net/breakingnews/infotech/view/20110129-317304/Global-SMS-traffic-to-reach-87-Tr-in-2015study.
9. “Emerging Markets Make the Most of SMS,” Pyramid Research, February 3, 2010, http://www.pyr.com/points/item/100204.htm.
10. Akbank 2010 Annual Report, page 6. http://www.akbanknv.com/docs/2010_Annual_Report.pdf.
11. “Akbank’s Customer-Centric Imperative,” 2011 Gartner & 1to1 Media CRM Excellence Awards,
http://www.1to1media.com/downloads/2011_Gartner&1to1Awards.pdf”
12. “Turkish Bank Uses SAP CRM to Manage Multichannel Customer Queries,” SAP, 2009.
13. “Akbank’s Customer-Centric Imperative,” op. cit.
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Resources
1. Ashwin Nayan Rai, “From Brick to Click: E-Commerce Trends in Industrial Manufacturing.” Cognizant Technology Solutions, 2010, http://www.cognizant.com/InsightsWhitepapers/From-Brick-to- Click.pdf.
2. “Customer Experience Boosts Revenue,” Forrester Research, Inc., June 22, 2009.
3. “The State of Customer Experience, 2010,” Forrester Research, Inc., February 19, 2010.
4. “Three Secrets of Success for Customer Experience Organizations,” Forrester Research, Inc., April 29, 2010.
5. “What Is the Right Customer Experience Strategy?” Forrester Research, Inc., September 28, 2010.
6. “The Six Laws of Customer Experience: The Fundamental Truths That Define How Organizations Treat Customers,” Temkin Group, July 2010.
7. “Profiling Customer Experience Leaders,” Temkin Group, September 2010.
8. “The Evolution of Voice of the Customer Programs,” Temkin Group, September 2010.
9. “2010 Consumer Experience Study,” Strativity Group, September 2010.
10. “2010 Customer Scorecard Series,” Convergys, 2010.
11. “Q1 2010 Customer Experience Tracker,” Beyond Philosophy, 2010.
12. “Social CRM: The New Rules of Relationship Management,” Altimeter Group, March 5, 2010.
13. “Empathica Consumer Insights Panel: 2010 Year in Review,” Empathica, 2010.
14. “2010 State of Marketing,” CMO Council and Deloitte, 2010.
15. “Global Consumer Research Executive Summary 2010,” Accenture, 2010.
16. “Worldwide CRM Applications 2010–2014 Forecast: First Look at a Market in Recovery,” International Data Corp., May 2010.