Вы находитесь на странице: 1из 7

CURRENT TRENDS IN PUBLIC OPINION FROM WIRTHLINWORLDWIDE DECEMBER 2003

VOLUME 12 | NUMBER 7
TheWirthlinReport
CUSTOMER SATISFACTION: HIGHLIGHTS
WHERE’S THE ROI?

2
THE AMERICAN CONSUMER CONTINUES TO BE ONE OF THE Corporations increasing
MOST DEMANDING IN THE WORLD, ALWAYS WANTING MORE focus, spending
FOR LESS, AND GENERALLY UNWILLING TO GIVE HIS OR HER Most executives say their
LOYALTY BASED ON PRICE OR QUALITY ALONE. IN RESPONSE
company will spend more on
customer satisfaction efforts
TO THESE EVER-INCREASING CONSUMER DEMANDS, AND AS
in the coming year.
PART OF THEIR OWN COST CONTROL IMPERATIVES, CORPORA-
TIONS HAVE DEPLOYED A RANGE OF TOOLS AND TECHNOLO- 3
GIES, FROM BASIC CUSTOMER SATISFACTION SURVEYS TO Which tools work best?
ADVANCED CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS Surveys, employee training
AND OTHER BUSINESS INTELLIGENCE TOOLS. seen by business leaders as
most effective for enhancing
WirthlinWorldwide, which has solutions; 3) Consumers' desire
customer satisfaction
been advising clients around for a more personalized experi-
the world on customer satisfac- ence is on the rise; organiza- 4
tion and loyalty issues for more tions need to recognize that Getting personal
than 30 years, recently com- each customer relationship is Consumers value companies
pleted two surveys which pro- unique and find ways to cus- that provide a personalized
vide an updated point of view tomize their offerings; 4) experience and customizable
from two key audiences: U.S. Identifying and resolving con- products and services
consumers and Fortune 1,000 sumer problems is
5
corporate executives. We critical—when these efforts fail,
asked each of these groups to customer loyalty disappears. Is anybody listening?
Many customers who com-
share their perspectives about
plain get an unsatisfactory
the consumer marketplace and CUSTOMER SATISFACTION: response or none at all.
the efficacy of the tools used A MOVING TARGET?
by businesses today to 5
enhance customer satisfaction. The American Customer The human touch
The results of this latest Satisfaction Index, an ongoing Inability to speak to a live
research, detailed below, point survey of consumer sentiment, person is biggest consumer
to four primary challenges in has tracked consumer satisfac- complaint. Balancing
the future of customer loyalty: tion since 1994. While specific technology and personal
service is essential.
1) Although corporations have sectors have shown changes,
spent (and will continue to ACSI’s composite index is no 6
spend) significant energy and better today than it was nine
Four imperatives
resources on improving cus- years ago. This seems to run for building customer loyalty
tomer loyalty, the overall pic- counter to the fact that, during
ture, on the whole, has not this time, many organizations
improved significantly over have been focusing on cus-
time; 2) Efforts to improve cus- tomer satisfaction and spend-
tomer loyalty through automa- ing significant capital on tech-
tion and technology provide nology, people and other
benefits, but may be offset, at enhancements to improve per-
least partially, by the lack of a ceptions of their offerings. This
human connection in these lack of improvement suggests

Building Measurable Value


CUSTOMER SATISFACTION: WHERE’S THE ROI?
2
that either the tools currently Overall Satisfaction: Up or Down?
Nearly all executives
deployed to enhance satisfac- QUESTION: Overall, would you say that your satisfaction with goods and services
surveyed say they tion are not effective or that you purchased has increased or decreased over the past two years?
(CONSUMERS)
will focus more over customer satisfaction is a mov-
the coming year ing target, whereby expecta-
8% 25% 16% 43% 8%
(38% “much more” tions increase year after year
and 46% “somewhat based on new offerings, tech-
nology and positive (and nega- QUESTION: Overall, would you say customer satisfaction with your organization’s
more”) on customer offerings, products and services, has increased or decreased in the last two years?
tive) experiences in the con-
satisfaction. sumer marketplace. The latter
(MANUFACTURING COMPANY EXECUTIVES)

hypothesis implies that compa-


2% 12% 2% 60% 19%
nies have to continuously
engage in innovative ways of
delighting the customer just to QUESTION: Overall, would you say customer satisfaction with your organization’s
offerings, products and services, has increased or decreased in the last two years?
maintain their current levels of (SERVICE COMPANY EXECUTIVES)
satisfaction. This changes the
definition of customer satisfac- 4% 19% 8% 49% 15%
tion from a single effort or met-
ric to a dynamic process with
ever-increasing challenges. DECREASED DECREASED STAYED ABOUT INCREASED INCREASED
GREATLY SOMEWHAT THE SAME SOMEWHAT GREATLY
There is good news: While
the ACSI composite index has
yet to rebound to its 1994
more positive than their service the coming year on customer
benchmark, the trendline does
counterparts, with nearly one- satisfaction. Findings also indi-
show a gradual improvement
quarter (23%) of executives cate that these executives are
since hitting a trough in 1997.
representing service compa- going to back up this claim
Our own survey findings,
nies reporting satisfaction has with budget, as seven in ten
which focus only on the last
actually decreased over the last (71%) indicate they will spend
two years, confirm that both
two years. much more or somewhat more
consumers and executives are
fairly positive on the topic of in the next 12 months on cus-
CORPORATIONS ARE tomer satisfaction related
customer satisfaction. Just over
SPENDING MORE efforts. In fact, only 16% of
half of U.S. consumers (51%)
say their overall satisfaction executives say they will spend
Improving customer satisfac- less on customer satisfaction
with goods and services has
tion and enhancing customer over the coming year, with only
increased over the past two
loyalty are two concepts 3% saying much less.
years; another 16% say it has
against which corporations Interestingly, those spending
remained the same. Corporate
have invested heavily for many less are more likely to be in
executives are more positive,
years. Our survey findings service industries where the
with seven in ten (71%) indicat-
show that even during this his- customer satisfaction improve-
ing they feel satisfaction with
torically slow economic recov- ment needs may be more acute.
their offerings has increased.
ery, executives generally plan So, with corporate percep-
Interestingly, executives in
to accelerate their spending in tions of customer satisfaction
the manufacturing sector are
this key area. We asked our on the rise, and customer satis-
sample of Fortune 1000 execu- faction spending on the rise,

71%
OF EXECUTIVES SAY THEY WILL
tives if they plan to focus more
or less on customer satisfaction
this coming year than in the
past two years. Nearly all exec-
where will companies get the
biggest bang for their buck?
We asked executives and con-
sumers both to share their
SPEND MUCH MORE OR SOMEWHAT
MORE IN THE NEXT 12 MONTHS ON
utives surveyed say they will viewpoints on several customer
CUSTOMER SATISFACTION RELAT-
focus more (38% much more satisfaction activities and their
ED EFFORTS.
and 46% somewhat more) over perceived impact on return on

THE WIRTHLIN REPORT DECEMBER 2003


CUSTOMER SATISFACTION: WHERE’S THE ROI?
3
investment (ROI). The similari- Corporations Focusing, Spending on Customer Sat While the range of
ties and differences between tools deployed is
QUESTION: ...does your organization plan on FOCUSING more or less
their perspectives are instructive. on customer satisfaction this year than in has in the past two years? broad, the perceived
5% effectiveness of
ROI FROM THE CORPORATE SOMEWHAT LESS 38%
MUCH MORE these tools varies.
PERSPECTIVE

Since companies are focusing 11%


more on customer satisfaction, ABOUT THE SAME

we explored how organizations


spend customer satisfaction
46%
budgets. We asked executives SOMEWHAT MORE
to discuss their investments in
customer satisfaction tools and QUESTION: And, would you say that your business overall intends to SPEND more
then rate their overall perceived money or less in the next 12 months on customer satisfaction-related efforts?
This includes spending on employee training, customer relationship management
effectiveness in the consumer systems, customer retention efforts, loyalty programs, customer research, etc.
marketplace in terms of 3%
MUCH LESS
enhancing customer satisfac- 19%
tion. According to our survey, 13% MUCH MORE
SOMEWHAT LESS
the most common tools
Fortune 1000 organizations use 1%
DON'T KNOW
include Customer Satisfaction
Surveys, Employee Training
Programs, and Problem 11%
ABOUT THE SAME
Resolution Systems. Of particu- 52%
SOMEWHAT MORE
lar interest is that more than
base = Corporate Executives
one-half of organizations use
high technology solutions,

such as Business Intelligence


Usage and Effectiveness of Customer Satisfaction Tools
(BI) Initiatives (69%) and CRM
QUESTIONS: Which of the following tools, if any, is your business currently
utilizing in order to address its customer satisfaction objectives? Systems (57%) to enhance their
In your opinion, which ONE of those tools... has PROVEN MOST EFFECTIVE relationship with customers and
in enhancing customer satisfaction? personalize the experience with
currently utilizing most effective their organization.
CUSTOMER SATISFACTION SURVEYS/ 86% 23% So, are all of these high-tech
CONSUMER RESEARCH
systems just scratching the sur-
EMPLOYEE TRAINING PROGRAMS 84% 17% face, or have they measurably
improved customer satisfac-
71% 10%
tion, and ultimately enhanced
PROBLEM RESOLUTION SYSTEMS
the customer relationship?
BUSINESS INTELLIGENCE While the range of tools
69% 6%
INITIATIVES/DATA MINING deployed is broad, the per-

CUSTOMER LOYALTY PROGRAMS 57% 9%

CUSTOMER RELATIONSHIP
MANAGEMENT SYSTEMS

CREATION OF INTERNAL CUSTOMER


46%
57% 10%

11%
28%
OF FORTUNE 1000 EXECUTIVES
LOYALTY TASK FORCES/COMMITTEES SURVEYED SAY THAT THEIR
ORGANIZATION DOES NOT HAVE
DON'T KNOW/REFUSED 3% 12% AN ONGOING CUSTOMER SATIS-
FACTION RESEARCH PROGRAM.
base = Corporate Executives 0 20 40 60 80 0 10 20

THE WIRTHLIN REPORT DECEMBER 2003


CUSTOMER SATISFACTION: WHERE’S THE ROI?
4
ceived effectiveness of these what effect, if any, these pro- sumer expectations require that
tools varies. About one-fourth grams had on their satisfaction companies go beyond simply
(23%) of executives cite with the companies they asking about an experience or
Customer Satisfaction Surveys patronize. One-half of con- collecting deeper information
as their most effective tool for sumers indicated they had par- about consumers; this informa-
improvement, followed by ticipated in customer satisfac- tion must result in a new way of
Employee Training programs. tion surveys, and four in ten relating to and creating unique
Interestingly, only 10% of have received rewards or dis- offerings and a unique relation-
respondents cite more costly counts in exchange for partici- ship with the customer.
"Creating personal- CRM Systems as most effec- pating in customer loyalty or Creating personalized experi-
ized experiences tive, tied with Problem preferred customer programs. ences and customizing offer-
Resolution Systems and As we would expect, con- ings based on individual cus-
and customizing
Customer Loyalty Programs. sumers indicate that both of tomer preferences clearly rais-
offerings based on these efforts enhanced satisfac- es the bar for all organizations
individual customer THE CONSUMER PERSPECTIVE tion, but customer loyalty pro- from the level of offering quality
preferences clearly grams, with their greater invest- products at a good value to
raises the bar for all In contrast to corporate execu- ment of resources, had a signif- providing exactly what con-
organizations...” tives, consumers may not icantly stronger effect than sur- sumers want, when they want
understand, or even recognize, veys. While significantly fewer it, and enabling them to feel
the application of these differ- consumers have "had a per- uniquely understood by those
Justin Greeves, sonalized experience with com- organizations they patronize.
ent systems. In many cases,
Leader, Customer the very purpose of these sys- panies" or have "customized a Further, as consumers demand
Satisfaction and tems is to provide an enhanced product or service to their pref- more personalization, this
Loyalty Consultancy experience using back-end erence," these two items pro- amplifies the challenge for
technology that is transparent vide the greatest enhance- organizations to master the
to the consumer. ments in satisfaction. human touch. This means that
Since most research finds a These results provide a companies must not only excel
clear relationship between cus- glimpse into the future of loyal- at delivering on customer expec-
tomer satisfaction (transaction- ty-building—changing con- tations, but must also create a
al), customer loyalty (relation-
ship-based) and the bottom Participation in Customer Satisfaction Programs
line (shareholder satisfaction), it Yields Increased Satisfaction
would seem to be in every
QUESTION: Many companies have initiated new programs and systems to improve
organization's best interest to their customer’s satisfaction. I am going to read you a list of some of these
encourage customers to partic- programs. After I read each item please tell me if you have personally experienced
that program?
ipate in programs which
encourage loyalty and help Do you feel that.. Has generally increased or decreased your satisfaction with the
companies that you patronize?
organizations tailor their offer-
percent personally experienced percent increased satisfaction
ings (products and services) to
consumers. So, which of these 51% PARTICIPATING IN
52%
CUSTOMER SURVEYS
systems are most effective at 40% GETTING REWARDS AND
75%
enhancing satisfaction with the DISCOUNTS IN EXCHANGE FOR
PARTICIPATING IN CUSTOMER
consumer's experience? LOYALTY OR PREFERRED
CUSTOMER PROGRAMS
We asked consumers
38% BEING ABLE TO
74%
whether or not they had experi- COMMUNICATE WITH
COMPANIES ONLINE
enced various programs and
37% ONLINE SHOPPING 69%

28% HAVING A MORE PERSONALIZED

74%
84%
EXPERIENCE WITH COMPANIES
YOU DO BUSINESS WITH

25% ABILITY TO CUSTOMIZE 85%


A PARTICULAR PRODUCT
OR A SERVICE ACCORDING TO
SAY THE ABILITY TO COMMUNICATE YOUR OWN PERFERENCES
WITH A COMPANY ONLINE INCREAS-
0 20 40 60 80 100
ES THEIR SATISFACTION base = Consumers

THE WIRTHLIN REPORT DECEMBER 2003


CUSTOMER SATISFACTION: WHERE’S THE ROI?
5
positive relationship through (62%), visiting the website or did not get a response. Not
effective and friendly front-line (24%), visiting in person (23%) surprisingly, most of these con-
staff dedicated to building that writing an e-mail (19%) or writ- sumers reported they stopped
unique and personalized expe- ing a letter (13%). The majority patronizing the companies that
rience for customers. of customers still rely on the did not address or resolve their
telephone and other traditional problems. Despite the prolifera-
UNDERSTANDING AND methods to communicate with tion of customer management
ADDRESSING CUSTOMER companies. We know based on tools available to corporations,
SATISFACTION CHALLENGES past research that customers the fundamental challenge of
prefer to reach a live person on effectively managing contacts “The challenge for
Even the best technology is no the other end of the phone and and resolving customer prob- businesses is to
substitute for the human touch. are often frustrated by automat- lems remains high. continue to find the
When consumers are asked ed systems or the inability to What's worse is that these right balance between
about the greatest challenges reach another human being. missed opportunities are costly.
they face today, they are clear
the human touch and
The challenge here for busi- WirthlinWorldwide's customer
in their desire to have front line nesses is to continue to find loyalty research confirms, time
efficiency vis-à-vis
staff provide them with the help the right balance between and time again, that customers automated solutions.”
they need when they need it. human touch and efficiency who have problems resolved to
When asked about the biggest vis-à-vis automated solutions. their satisfaction are just as sat- Kate Roberts,
problem facing consumers We asked respondents who isfied or more satisfied than Customer Satisfaction
today, respondents mention the made contact with a company those who never had a prob-
"inability to speak with a live
and Loyalty
what happened as a result. The lem. This does not suggest
person about a problem or outcomes varied greatly. While companies should create prob-
Consultancy, UK
need" (40%) as the number one 80% of organizations respond- lems to solve, rather it demon-
challenge, followed by "poorly ed to consumers, three in ten strates that problems can be
trained employees/staff" (22%). (30%) of those responses were treated as opportunities to
These challenges represent a not satisfactory and another shine in the eyes of your cus-
cry for help from consumers 19% of consumers got no tomers. In a customer focused
and should be seen by organi- response at all. In other words, environment, a formal process
zations as a great opportunity nearly half of those who experi- addressing and resolving prob-
for improvement in customer enced a problem were either lems, combined with clear lines
loyalty efforts. dissatisfied with the response of accountability and perform-
Good customer communica-
tion becomes even more criti-
cal when problems with a prod- Consumer Satisfaction Problems
uct or service stand in the way QUESTION: Which of the following do you think is the biggest problem
of a positive experience. In our facing consumers today in terms of their satisfaction with products
and services?
general sample of consumers,
one in three recall having a
INABILITY TO SPEAK TO A
specific problem with a product LIVE PERSON ABOUT A 40%
PROBLEM OR NEED
or service in the past three
POORLY TRAINED
months. Most of these cus- EMPLOYEES/STAFF
22%

tomers attempted some sort of


contact with the company POOR QUALITY PRODUCTS
AND SERVICES
16%
including calling by phone
CERTAIN PRODUCTS
AND SERVICES 11%
NOT ALWAYS AVAILABLE

49%
LACK OF INDIVIDUAL
8%
ATTENTION

DON'T KNOW/REFUSED 3%
OF THOSE THAT EXPERIENCED A
PROBLEM WERE EITHER DISSATIS- 0 10 20 30 40
FIED WITH THE RESPONSE OR GOT
base: Consumers
NO RESPONSE.

THE WIRTHLIN REPORT DECEMBER 2003


CUSTOMER SATISFACTION: WHERE’S THE ROI?
6
ance metrics, are crucial to en- example. Our unique values- line employees with the tools to
hancing customer satisfaction. based approach helps to iden- understand their customer rela-
Wirthlin's past research has tify not only that "inability to tionship issues and the differ-
shown that a key to addressing speak with someone" might be ence they can personally make
customer satisfaction chal- a problem, but relates it back, in the consumer experience. An
lenges begins with establishing through the consumer’s own effective customer loyalty sys-
the right kind of customer loyal- thoughts and feelings, to the tem should therefore also rep-
ty metrics based on an under- higher level consequences, resent the internal perspective
standing the core values that benefits and values that can and be able to quantify the
drive consumer decision-mak- both attract and repel con- generally strong relationship
ing. Our values-based research sumers. Perhaps having that between satisfied employees
framework allows organizations right front line staffer on the and satisfied customers.
to get beyond simply measur- phone saves time, and lets that WirthlinWorldwide's past work
ing product and service attrib- consumer get more things indicates that individual busi-
utes (transaction-based) and done, or spend more time with ness units that have satisfied
enables a deeper understand- their family? Or, alternatively, employees are more likely to
ing of the emotions and values the right attention to problem- produce satisfied customers.
that create a truly loyal cus- solving leads to a feeling of Therefore, improvements in
tomer (relationship-based). The importance and ultimately customer satisfaction can come
imperative of providing the allows that product (or brand) from understanding which
“human touch” is a good to deliver a stronger sense of levers are within a manager's
self-esteem? These are the reach, including both employee
very issues that corporate and consumer touch points.
Challenges to Customer Satisfaction executives and brand leaders
QUESTION: From your perspective, what has been the SINGLE BIGGEST need to measure in order to FINAL THOUGHTS
CHALLENGE facing your organization in relation to its customer satisfaction
efforts in the past two years? truly understand and address
lingering customer satisfaction The last 20 years have seen
CUSTOMER 23%
RELATIONSHIP
challenges. sophisticated changes in the
Staying in line with the customer 11%
Being responsive to customers 5% way customers and companies
Keeping customers informed 5%
Intra-company communication 2% CORPORATE CHALLENGES do business and how they
PRODUCT 22% communicate. And yet, even
Being competitive 7% From the corporate perspec- with all of these new systems
Product development 5%
Implementing/developing new systems and technology 2% tive, organizational challenges and technology in place, cus-
Product availability 2% in customer satisfaction
Product quality 2% tomer satisfaction remains flat.
Quality issues 1% emanate from two key areas: Consequently, businesses must
SERVICE 15% the consumer relationship and always be mindful that cus-
Customer support/service 5%
On-time delivery of goods 4%
product issues. Nearly one tomer expectations are never
Price versus service 3% quarter (23%) of executives static. Customers will always
Consistency of operations 2%
Measuring customer satisfaction 2% mentioned relationship items, continue to raise the bar for
COST/PRICING 13% such as "Staying Inline with companies to win their loyalty.
Lowering prices 3% Customers", "Being Responsive Our survey findings point to
Cost management 3%
Cutting costs 3% to Customers", and "Keeping four critical areas to address in
Bankruptcy 2% Customers Informed" as their order to improve the customer
Billing issues 1%
key organizational challenges. experience and build loyalty:
STAFFING 10%
Further, executives are also
Maintaining staff/employee retention 5%
Training and developing quality employees 5% more likely to mention Product 1. Use systems that collect and
Creating a positive atmosphere 1% organize customer information
issues (22%) including "staying
CUSTOMERS 3% competitive" and "product as a way to create personalized
Continual growth of customer base 2%
development." and customized offerings that
Retaining customer base 1%
These findings identify build a unique relationship with
OTHER 15%
another dynamic in addressing consumers. CRM and business
Slow economy 4%
Other 11% customer satisfaction chal- intelligence tools seem to yield
lenges, namely, providing front less in terms of perceived effec-
base = Corporate Executives

THE WIRTHLIN REPORT DECEMBER 2003


CUSTOMER SATISFACTION: WHERE’S THE ROI?
7
tiveness than their more tradi- lem is a recipe for dissatisfac- loyalty. Our most important
tional counterparts (surveys, tion. Customer problem resolu- objective is to help establish a
employee training programs, tion should receive the highest linkage between customer loy-
customer loyalty programs). priority and provides a unique alty and the bottom line. We do
But in the longer term, these opportunity to build loyalty. this by developing a holistic
more advanced tools facilitate understanding of the organiza-
the programs that enhance RESEARCH METHODOLOGY tion's customers, their decision
consumer loyalty from the con- making processes (both ration-
sumers' point of view, including This report contains selected al and emotional) and the key
the ability to customize an offer- results from two surveys regu- drivers of loyalty.
ing or personalize a customer larly conducted by Wirthlin Building customer loyalty
experience. Given the large Worldwide and available to requires not only a system for
cost of these systems and the clients: gathering transactional metrics,
fierce competition for loyalty Our quarterly Executive but also an understanding of
many industries face, corpora- Omnibus: Telephone interviews relationship dimensions, an
tions have strong incentives to were conducted during June assessment of higher-order
get the most out of this tech- 2003 with 150 senior-level cor- brand and product benefits,
nology in the coming years. porate executives (vice presi- insight into future behavior, and
dent/director and higher) work- a view of the competition.
2. Have the right metrics in
ing for Fortune 1,000 compa- WirthlinWorldwide brings to
place that measure customer
nies. bear a unique combination of
needs (both rational and emo-
Our semi-monthly National tools, technology and industry
tional) and identify when and
Quorum: Telephone interviews expertise, plus a history of suc-
where needs are not being met.
were conducted July 18-21, cess in establishing and
Customer satisfaction systems
2003 with 1,000 adults (age improving systems which
should include questions about
18+) residing within the conti- measure, manage and build
product and service attributes
nental United States. loyalty. We work with our
but should also measure the
clients to help ensure that cus-
consequences and emotional
ABOUT WIRTHLIN’S tomer loyalty systems become
benefits associated with those
CUSTOMER SATISFACTION a living part of the key manage-
offerings. Customers are per-
AND LOYALTY CONSULTANCY ment decision-making process
suaded rationally but loyalty is
at all levels.
achieved emotionally.
The focus of Wirthlin For more information about
3. Foster two-way communica- Worldwide’s Customer how we can help you, contact
tion that maximizes human Satisfaction and Loyalty Justin Greeves, Vice President
exposure. Our survey findings Consultancy is to provide our and Leader of the Customer
confirm that the ability to con- clients around the world with a Satisfaction and Loyalty
nect with customers in increas- systematic and customized Consultancy, at 703-480-1900
ingly diverse ways may not approach to building customer or jgreeves@wirthlin.com.
bring organizations closer to
their customers and may, in
some cases, create distance.
Make sure that customers can Wirthlin WORLDWIDE
®
access front line staff in the
ways they desire, and that staff RESTON, VA DETROIT, MI LONDON, UK The Wirthlin Report is published monthly.
(703) 480-1900 (734) 542-1480 (44-207) 421-6110
have an understanding of their 1920 Association Drive, Suite 500
NEW YORK, NY CINCINNATI, OH BRUSSELS, BELGIUM Reston, Virginia 20191
customers and the ways they (212) 370-9096 (513) 489-9000 (32-2) 647-24-21
Copyright © 2003, WirthlinWorldwide
can make a difference in the CHICAGO, IL DALLAS, TX HONG KONG, CHINA www.wirthlin.com
(630) 472-9500 (972) 818-5237 (852) 2832-9707
experience.
GRAND RAPIDS, MI MANCHESTER, UK SHANGHAI, CHINA
(616) 954-0200 (44-1663) 765-115 (8621) 2890-3267
4. Facilitate problem communi- To receive The Wirthlin Report via email
SALT LAKE CITY, UT free of charge, send an email to:
cations and expedite problem (801) 523-2553 report-list-subscribe@wirthlin.com
resolution. As our survey find-
Decision Making Information® for our clients around the world.
ings show, an unresolved prob-

THE WIRTHLIN REPORT DECEMBER 2003