mext customer value

Enough with the 'thank yous' please: Where charities get it wrong.

noreply@blogger.com (Anonymous) — Wed, 04 Sep 2013 05:08:00 +0000

Have you been thanked by your charity lately? In my last call from one of the charities we support, I certainly was. Not once, but numerous times.

As of late it seems, many charities think they have discovered a magical power in saying thank you to donors. In the course of our pro bono work we have come across this quite a few times where other consultants advise them to emphasise to the donor how important their support is. This mostly seems to translate into constantly saying thank you. On the face of it, it seems obvious; you know treat others how you want to be treated etc.

Charities, in their effort to attract the most donors and dollars easily buy into this misleading advice. They think it makes make donors feel more valued, gives them a better supporter experience and increases loyalty and donations.

But for the vast majority of supporters it falls on deaf ears or even backfires. To a great number the thank yous show that charities don’t really understand them or what motivates them to give.

In fact, our needs modelling data shows that only about 1/3 of people who support charities seek external appreciation for it. Among child sponsors this falls even further to just 25%. And of those, a good number don’t want appreciation from their chosen charity, but from family, friends, colleagues and local community.

Many of them feel that the charity is only the facilitator or conduit of their own goodwill. Therefore, they feel that the charity thanking them (even on behalf of the beneficiaries) is misplaced and presumptive, misunderstanding its role. Others feel that the simple act of giving money doesn't warrant excessive gratitude and find it embarrassing.

Increasing the focus on supporter experience is laudable and for that I congratulate the charities. However, the trick to improving supporter experience is to understand what motivates the different supporter segments and create mechanisms that encourage and reward them. Or simply, what kind of supporter experience they want to have.

Saying thank you, as a blanket solution, is counterproductive to increasing donor support.

Mext has researched charity needs with the public, HNWIs and corporates for the last 8 years. This is done with HuNeeds®, the powerful needs modelling approach based on the most modern psychology. The needs modelling approach shows 6 distinctive segments that are driven by well-defined needs. The HuNeeds Model is the basis for supporter experience development, positioning, value proposition & product development.

If you would like to know more about these results and what it could mean for you organisation, please contact melissa.wraith@mextconsulting.com

Don’t just do unto others.

noreply@blogger.com (Anonymous) — Tue, 23 Jul 2013 05:07:00 +0000

Customer experience – by the very nature of the term – is a holistic construct of functional purpose and emotional perception. Because many organisations don’t really understand the ‘experiential’ bit, they tend to fall back on functional and rational aspects, striving for a generically good service experience. And it is difficult to elicit from customers what they want to experience overall and at specific touch points. Ten years ago we developed a tool, ConceptSnap® to overcome this and try to take the subjectivity out of the discussion. Never have we been called on to use it as we are at the moment.

Developing impactful experiences that go beyond process improvements and guiding staff by telling them to ‘take charge’ and ‘treat the customer the way they want to be treated’ is difficult.

Process redesign is an important job considering how many are still way below acceptable. Many customer experience consultancies are now very good at understanding the customer journey and improving processes, but the design of the actual functional/emotional interaction proves far more elusive. ‘Treating customers the way you want to be treated’ is the typical guidance given to staff when the managers don’t know what to say. Using touch point specific feedback loops ensures continuity, but what you get is sweet talking people that drive their satisfaction scores but misread what customers really want - leaving the real opportunities to gain a strong and sustainable competitive advantage undeveloped.

One reason is that the n=1 is prone to misread how customers want to be treated. That applies from top executive to front line staff. All too often we hear ‘the customer just wants to get it done as efficiently and friendly as possible’. The truth often couldn’t be further from that.

Case Study

ConceptSnap:

To overcome the difficulty in understanding customers’ desires and maximise these opportunities, we developed a tool called ConceptSnap. It allows you to take experience design out of the functional and put into an emotional context. ConceptSnap is a combination of image, attribute and emotion sort that provides a precise and inspiring expression of the current and desired customer experience. A sound structure makes it easy to construct experience flows and translate this into specific actions, language, tonality, behaviours and messages.

The image sort is based on 42 conceptual mood boards with calibrated images. These allow customers to pinpoint the atmosphere and symbols they want to connect with the experience. Starting with the images eases participants into the next, more specific exercise, the attribute sort. The attribute sort is designed to help customers precisely articulate what they do and want to connect. In day to day life we use only a small percentage of the available vocabulary. When asked, we fall back onto the most salient and easy words – like innovation. Our system does away with that. It contains over 350 attributes that are developed based on linguistic families and connect to colour psychology. That way customers can tell us if they really mean ‘innovative’ or ‘ingenious’, ‘creative’, ‘bold’, ‘advanced’, ‘ahead’, ‘visionary’ or anything else. The third component is the emotion sort. It combines over 170 verbal emotional expressions with visual expressions to help customers define exactly what they want to feel like and what they don’t.

Sounds easy, but ask yourself, can you precisely articulate what you want your customers to feel when they interact with you? Would everyone in the organisation say the same?

That’s where a tool like ConceptSnap provides further strength. Not only can customers provide valuable expressions of the desired experience, everyone in the organisation can do so, too. In working with one client we conducted a ConceptSnap workshop with the senior leadership team. At the beginning they considered it a waste of time, feeling they were fully aligned and could express the experience they wanted to offer customers. Very quickly it became apparent they were not that aligned and it took them a while to agree on the exact visual and verbal expressions. If the senior leaders can’t express the customer experience, they can’t brief it into their team, can’t control it and reinforce it through their own actions. Simple as that.

Quantifiable:

Working with small samples externally and internally always has issues. And understanding qualitatively the nuances of the desired experience across segments is way too expensive. Internally, everyone should be part of offering a great customer experience, but in the design only few can partake. That’s why ConceptSnap also lives online. In just June this year over 17,000 employees and customers in 5 countries, across 4 languages provided their feedback and input for one brand alone using ConceptSnap online. This means you can identify the biggest common denominators between customer groups, and distinguish where needed and possible. Internally the opportunity to invite all of your people ensures you can gather what experience your people feel they deliver and what customer experience they would like to deliver. By finding aspects of their input back in the design, they not only have ownership, but intuitively understand better how they can bring the experience to life.

Indeed, the ability to define your emotional and functional experience that way allows you to improve faster, better – and as importantly specific to your brand rather than some sort of service generic in your category.

Satisfaction not enough, more trust & better customer experience is key - Asia-Pac Banking+Finance feature article

noreply@blogger.com (Anonymous) — Thu, 04 Jul 2013 04:18:00 +0000

As a point of differentiation and as a source of competitive advantage trust and customer experience become more important than just satisfaction. - Asia-Pacific Banking & Finance feature article.

The 2012 Australian Bank HuTrust® research study conducted by mext Consulting has been featured together with Capgemini's research in the print version of Asia Pacific Banking & Finance Magazine. The headline article looks at satisfaction not being enough, that trust and customer experience are far more important for customer loyalty and sustained business. For this article Mext MD and HuTrust® developer,Stefan Gräfe, was extensively interviewed on customer trust.

Click here to see the AB+F article or visit mextconsulting.com.

About Stefan Grafe: After an international career as head of creative and strategy for the BBDO and Bates marketing networks in Europe, Asia and Australia, Stefan founded mext as a management consultancy to help clients achieve substantial growth by better connecting with their customers.

Creating value growth through innovation.

noreply@blogger.com (Anonymous) — Thu, 28 Mar 2013 01:28:00 +0000

Innovation and value creation, differentiation and leadership are emerging as important topics in professional services.

With global and local structures quickly changing and competition intensifying often from unexpected sources, innovation is high on the agenda with most firms.
But at the same, time innovation that delivers a real advantage is hard to come by. Across all industries some estimates say that up to 9 out of 10 innovations fail to live up to expectations.

Common issues found in the less than successful innovations include:
˃ Too narrow and unstructured collection of ideas,
˃ Pet project advancement instead of objective criteria
assessment,
˃ Internal blindness to simple, cheap, big impact opportunities,
˃ Lack of prioritisation, planning & process and resource
allocation,
˃ Lack of client orientation,
˃ Resources are focused on the launch rather than spread
equally across the development process including testing.

These issues often lead to innovation not having the desired impact, not being delivered well enough or at all – resulting in wasted resources as well as innovation fatigue.

In our innovation work with professional services and other industries 4 key success factors emerge:

1) Innovation must be client need focused.

If you don’t know client needs beyond the obvious, rational and functional, it is very difficult to identify ideas that could offer genuine value. Understanding client needs is therefore critical. It not only makes sure ideas are focused on the client; it also makes sure your innovation is focused around platforms you want to play in and supports your business strategy.

2) Develop strong idea platforms.

Innovation can relate to many aspects of the business. Technical ones are often the first that come to mind. But left of centre ones often disrupt better and tip the playing field towards you much better.

For example:
˃ Product & technical aspects including IT use,
˃ Service aspects such as interaction, processes and content,
˃ People & communications.
In ideal cases through the first workshops additional platforms specific to the firm can be identified, ensuring even more differentiated innovation.
An aspect often overlooked is IP development from existing business capabilities or approaches. This can be a low cost, very strong source of competitive advantage.

3) Pipeline horizons.

Structuring and assessing innovation into horizons is critical to building a pipeline that delivers immediately and strategically on your business plans.

Typical structures are the Horizon 1, 2 and 3 structures that look at maximising current business, developing additional income streams and fundamental business changes. Often these are re-interpreted into immediate, mid-term and long term.
Other ways are the capability vs impact prioritisation and thus time framing, or using concrete to hazy front end terminology.
In any case, these frameworks serve to ensure that a continuous pipeline of relevant innovation at different levels of impact and significance can be driven. It also allows for resource allocation.

4) Process & Tools.

A strong process and the right tools ensure the impact is as powerful as expected. This starts with the overall process. The best known one is probably the Stage-Gate process developed by Robert Cooper and Scott Edgett.
It splits the innovation process into five distinct stages from ideation to launch. After each stage there is an evaluation gate that consists of different, stage relevant criteria and stakeholders. It starts with the overall ideation to ensure as many relevant ideas as possible are developed. After that these ideas are filtered into the process to ensure the right ones are advanced at the right time with the right speed and the right resources.
Each stage & gate has its own tools and criteria. Some of these are standardised, others are individually created to suit the firm.
Another important aspect of process is continuity. Successful innovation is a continuous process with new cycles starting typically every 3 to 6 months.
The perception that innovation is a difficult, big and a resource hungry distraction from core business is an oft cited reason for not pursuing innovation or doing it haphazardly. But innovation can be simple, focused and create immense value through differentiation, leadership and better client need fulfilment if the right knowledge and processes are applied.

Community Foundation on the Edge. Do Australians Trust Their Local Community?

noreply@blogger.com (mext) — Thu, 21 Mar 2013 02:13:00 +0000

With the recent Canada study using mext’s IP HuTrust® to investigate community trust in politicians and community services compared to major brands like Google and Blackberry; mext teamed up with AOR to investigate the state of Community Trust amongst Australian citizens.

What we found is that only half of Oz residents surveyed say they trust their local community, 14% actively distrust their community and 15% strongly trust their community.

We looked at 4 critical community engagement areas:
1)Neighbour relations - How we engage with neighbours
2)Community support & safety – willingness to volunteer and report offences
3)Community prosperity – keeping local dollars local and willingness to recommend living in my area
4)Political support – voting and council support

Analysing the trust drivers and inhibitors for communities and their local councils.

Download the free report here.

For more information see also:
HuTrust News & Research: Australia on the edge. New study shows every 2nd A...: A new survey by mext Consulting and Australia Online Research (AOR) with 1346 Australians looked at the strength of Australian communitie...

Contact: Stefan Grafe or Melissa Wraith

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

HuTrust News & Research: Big four fare hardly better on customer trust than...

noreply@blogger.com (mext) — Fri, 25 Jan 2013 02:23:00 +0000

HuTrust News & Research: Big four fare hardly better on customer trust than...: Australian banks are only marginally more trusted than crisis battered German banks even though Australia has one of the stronger world ec...

When diamonds aren’t forever.

noreply@blogger.com (Anonymous) — Tue, 18 Dec 2012 02:47:00 +0000

At mext we've spent a lot of this year thinking and talking about client needs in legal services, so it wasn't a big surprise that this New York subway ad caught my attention.

Amusing, audacious, perhaps a little bit shocking. With a few exceptions, in Australia we are not used to seeing a lot of law firm advertisements in mainstream media. There seems to be a great divide between those who advertise their services and those who don’t.

What is so surprising about this ad is the way it treats the subject matter. We tend to think that those going through separations and family breakdowns are finding it overwhelming and depressing; that what they need is to be treated with sympathy and sensitivity. To approach it other than with the utmost gravity seems almost taboo. But maybe not for everyone.

By using humour, this ad momentarily diminishes the problem and makes it just a little bit easier to cope with. For many people this will be just what they need. Nothing like a bit of gallows humour to take the stress out of a situation.

But for me, the best bit is the disclaimer. There is probably a legal requirement for it, but…. Attorney Advertising: Prior results do not guarantee a similar outcome…

Audacious merger propels King & Wood Mallesons into top 20 legal brands globally.

noreply@blogger.com (mext) — Fri, 14 Dec 2012 03:16:00 +0000

The newly merged King & Wood Mallesons brand now ranks No. 16 in the Acritas Sharplegal Global Legal Brand rankings.

To offer their clients the best possible service, King & Wood Mallesons put a strong focus on their client’s needs. This seems to pay off through the only sino-western merger and a strong brand focus.

mext supported King & Wood Mallesons in developing the new brand and communications and worked with mr mumbles as the creative agency. The brand was developed with the help of mext’s cutting edge brand development tools based on the most modern psychology.

One of the tools, HuNeeds®, is able to map client & employee needs and help position the brand, its practices, people and offers. HuTrust® is globally the only robust approach to analysing, building and managing trust.

The initial launch of the merged brand led to accolades in the legal and marketing industry, with Wall Street Journal exclaiming: ‘London and New York beware. Here comes King & Wood Mallesons.’

King & Wood Mallesons was also the only professional services entry nominated finalist in the prestigious AMA New Brand Launch awards against the likes of BUPA. Apart from brand and marketing success, the launch led immediately to new business leads. Two weeks after launch of the merged brand the Asia Wall Street Paper reported that King & Wood Mallesons was already working on 40 new business cases and matters.

HuTrust Research: New study out now. Banks just make trust threshold...

noreply@blogger.com (mext) — Fri, 07 Dec 2012 07:01:00 +0000

HuTrust News & Research: New study out now. Banks just make trust threshold...: New study shows Australian banks are barely trusted because of lack of trust in their vision and competence.

Banks globally are struggling with low customer trust. Now a new study, using a methodology to dimensionalise trust, uncovers what the bank’s trust is (not) made of. The methodology, HuTrust®, is globally the only psychologically sound, statistically robust and practically proven understanding of trust. HuTrust® analyses what the Big 4 banks in Australian are trusted for – and not.

More information can be found at above link and short executive summary can be downloaded here.

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

Health is nothing but healthy suppression (ascribed to Freud)

noreply@blogger.com (Anonymous) — Mon, 19 Nov 2012 00:51:00 +0000

A look at how different cultures deal with health, sickness and prevention.

Over the years we have worked on numerous insight and customer engagement projects in health and health related areas. Splitting my time between Singapore and Australia we have recently researched health and health care motivations in South East Asia. The way different cultures deal with health is very different, interesting and relevant for pharmaceutical, supplement, food and health care companies.

In Asia, as more and more Western influences are adopted, the cultural self-understanding is changing. Conversely, in Australia, with a fast growing Asian population, the adoption of Asian influences in health and well-being continues to grow.

Attitudes towards dealing with pain and flu are a good example to look at the different psycho:logic.

Germans try to avoid taking painkillers and medication and get by for as long as they can. Only when they feel it becomes unbearable, they will take medication, but then decisively. But not before telling others about it and others making the suggestion they should take something and go home.

“I don't take medication unless I really have to. You should try to get through without”

Then Germans do just that and go home and take their time until fully back on board. It is well accepted that one has to then fully recover before going back.

In contrast, people in the US tend to hide any feelings of being unwell from their colleagues and often family. Not being on top of your game is considered letting the team down. A good dose of self importance plays a role, too. Thus medication is taken early, proactively and trying to push through.

“I don't like telling people I’m not well. They depend on me. I feel like I’m letting them down”

Australians continue to portray a frontier spirit in that they are more willing to get by without going to the doctor, take medication early and strongly and literally ‘soldier on’ as one big brand advertises.

“Naahhh… a couple of XYZ and I'm good to go.”

Asian attitudes vary a lot between generations, but the traditional attitudes and motivations still carry strongly even with young Asians. Medication is still strongly associated with being natural, herbal or animal based. These are considered to be medication as much as Westerners consider pharmaceutical medicines and their efficacy is considered as good, if not better. In the foreground is the motivation to use natural medication that works with and supports the body and mind, while pharmaceuticals are often considered artificial and counter productive in the long-term.

“I don't even take Panadol. They’re drugs. It’s not made for your body. I take natural medicines. They’re made for the human body”

The motivation is to recognise the feelings of being unwell early and build the body up against it. The ambitious nature and the strong family and peer interdependencies further drive the need to not be a burden and to push through.

While some of the motivations are the same, the needs fulfilment in each culture and every generation is very different. This is true for dealing with pain and flu as it is with all other health related topics like prevention, dealing with chronic ailments and life important issues like diabetes, heart or cancer.

Brands need to understand that in approaching different cultures, be it within one or multiple countries, they need to be trusted for different reasons and that the brand or product features that will drive people to trust a brand need to be personalised depending on the cultural needs.

HuTrust® is mext’s proprietary tool to build and manage trust with customers and other stakeholders. HuNeeds® is mext’s proprietary needs modelling approach. Both are based on the most modern psychology, statistically sound and practically proven globally.

By Rama Witjaksono

with Stefan Grafe

Client needs modelling provides new opportunities for legal firms to create customer value.

noreply@blogger.com (Anonymous) — Wed, 26 Sep 2012 02:03:00 +0000

There has been a lot going on the in legal sector – global consolidation, off-shoring, margin pressure, in-housing and the challenge will keep building - not least through an uncertain and sluggish economy.

After having helped King & Wood Mallesons develop their hugely successful global brand and advertising campaign the team at mext turned their attention to a big gap in the legal market. A deep understanding of client needs and trends in working with firms.

Having developed over 60 customer needs models globally from airlines to utilities mext conducted 49 interviews with clients and firms and used the most modern psychology to develop and map client needs for legal services.

The result is a comprehensive and conscious understanding that helps firms better fulfil on their client needs and thus create higher value for them and greater opportunities for themselves.

Senior industry insiders with whom we discussed the HuNeeds® model considered the approach ground-breaking in the industry, providing new potential to shape the way they work with clients and deal with the challenges ahead.

Lawyers Weekly wrote that the challenge will lie in firms understanding and adopting this kind of thinking. With mext’s experience in applying the HuNeeds client needs modelling approach with King & Wood Mallesons and first reactions from firms this worry seems to be unfounded.

The study identified the structure of 6 core motivations and 29 specific needs that help firm dealing with challenges ranging from brand to experience Design, margin pressure to new business development and innovation.

One mext client called the HuNeeds approach 'the cornerstone of all their marketing activities' because it provides a scientifically sound and intuitive framework every lawyer can use.

As a proactive study and tool developed to support their clients, the findings of the study are available to all legal services firms as the study results and through workshops.

Legal Minds!: Understanding Client Needs for Legal Services. from mext Consulting

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http://www.lawyersweekly.com.au/news/client-needs-to-know
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King & Wood Mallesons nominated finalist for ‘best new brand launch’

noreply@blogger.com (Anonymous) — Mon, 27 Aug 2012 05:19:00 +0000

King & Wood Mallesons’ audacious brand launch was nominated as a finalist in the AMI’s prestigious ‘best new brand launch’ category. The nomination is testament to King & Wood Mallesons’ ground breaking thinking in creating one of the world’s largest legal brands and the first large scale China/Western merger.

In developing their new brand, the King & Wood Mallesons team engaged mext for their extensive global brand development experience and unique tools based on trust. Mext worked with the team as the merger was unfolding, making it a very exciting and challenging project.

The brand results are no less ground breaking than the merger. The brand launch received widespread publicity and accolades for its clarity of positioning and immediately lead to new business opportunities. The advertising campaign created based on the brand strategy by mext partner, mr mumbles, was so well received that some clients reportedly put the ads up on their wall. The internal launch included a program that allowed global staff to send messages to each other via messages on T-Shirts.

At the time of the launch Stuart Fuller, Global Managing Partner, King and Wood Mallesons commented:

“We want to build great things with our clients and our people, enhancing the reputation that both firms have already built over many years and take it to the next level. In a legal landscape of ongoing rationalisation and expansion, King & Wood Mallesons has recognised that the battle for brand is the next frontier. With this campaign, we are taking the first step in standing above our competitors.”

www.mextconsulting.com

www.hutrust.com

www.mrmumbles.com

Are customer surveys making for a bad experience?

noreply@blogger.com (Anonymous) — Thu, 19 Jul 2012 23:12:00 +0000

Many companies are now focused on end to end experience design and measurement and set their KPIs accordingly. But are some in danger of seeing their ‘sophisticated’ measurements backfire?

Some companies these days present you with a survey at every touch point asking you to rate each interaction – however small. When it’s only one or two companies doing it, customers may put up with it. Get everyone doing it and customers will feel like they spend more time answering surveys than getting what they want.

For the companies, these surveys have two inherent dangers.

1. Data collection is often skewed

A friend was trying to deal with a telco. Every time he called, he was promised resolution and it all seemed fine. Duly he was asked to stay on the line to answer a short survey. Of course, most call centre staff do not miss the chance to ask for a good score as ‘the survey rates their personal performance’. And because the survey only refers to the specific touch point and operator, one feels obliged to give a good score. He even gave it happily – the interaction was pleasant and he thought his issue was resolved. But later, when they had screwed up again, and he sat there fuming, there was no survey, no opportunity to let them know. The good scores he gave previously had no connection with the reality of his experience.

Another one. My wife wasn’t happy with our bank (ever since Ogilvy we’ve know this to be important!). So after 20 years it was time to break up. After just 2 weeks and without them having been able to achieve anything, my wife is told she will receive a call for a survey. She also receives an request from the manager to please give a 9 or 10 as anything below is considered unsatisfactory!

The reliance on KPI control and leads to people at every level finding ways to skew their numbers – leaving the entire system ad absurdum.

2. Survey creates a bad experience

All these surveys are taken in the name of a great customer experience. But the surveys now become so intrusive, that their very existence has to be considered as part of the experience design.

Coming back to the telco and my friend. As a result of ‘having been tricked into giving good scores and not being able to report bad ones’ his experience perception is now worse than if the company had just screwed it up.

We tried it ourselves across a number of touch points. Then did a few interviews to see what people thought. Initially the request for feedback is considered a nice touch and suggests the company cares. But after a short time a feeling of annoyance sets in - ‘they only ask when it suits their purpose’. Those that had dealt with more than one or two of those survey heavy companies, start to think of them more negatively. It feels to them as if:

- the onus of providing a good experience is put on the customer

- the company has to ask constantly because they do not know how they are doing

Transfer this into personal life. Imagine you have an employee that asks you with every task for your appraisal. You’d just go nuts. If it is a supplier, you’d go nuts even faster. It shows their insecurity, lack of internalised standards and inability to self-assess.

In designing customer experiences we will never be able to do without some form of measurement and setting customer focused KPIs. But surveying and measurement has to be understood as an inherent part of the customer experience, not a tool for managers to chase their bonuses.

What drives bank trust? Update on slideshare now.

noreply@blogger.com (Anonymous) — Tue, 10 Jul 2012 04:57:00 +0000

First, why would you care? We all know that the banks are not trusted, right? All 4 major banks are, on average, not trusted or just sit on the trust threshold. In business banking none even comes close to an average trust rating.

Trust is the link between customer behaviour and company performance.

If banks could shift their average trust rating by just 5-10%, they would double positive predisposition. A shift of 20% would increase positive predisposition by 400%. On the company performance side, trust, satisfaction and propensity to recommend (NPS) always measure the same and the causality is obvious. So, if you can precisely build trust, you drive business results.

Looking at the facets of trust with HuTrust, all major banks have a similar HuTrust Profile. There is no differentiation (we all know that). Banks are trusted for their stability and they are trusted for being there in the future. Our qual research repeatedly showed that this is partly perceived to be a result of tight regulation –‘being kept on the leash by the government’. Considering that all banks say they are heavily investing into relationship building, they appear to miss the point and don’t understand what relationship customers actually want to trust them for.

On trust in a vision or purpose, none gets even close to the trust threshold. Vision is a curious one. Constituting one sixth of trust, it is totally overlooked as a driver of trust and customer engagement. Aside from knowing your strengths and weaknesses, which of the HuTrust facets actually drive trust the most and provide the biggest opportunity? What facets should banks invest into to increase trust – and thereby their KPIs and positive customer behaviour?

In nab’s case vision trust is not only the worst performing trust facet, it is also the most important one to drive trust and engagement. For nab it is also the one facet through which it could differentiate substantially and provide more meaning to 'breaking up' than minuscule rates and fees differences.

Conversely, for Westpac it is competence trust. Interestingly, neither bank really appears to invest into either of these. Maybe that is the reason why none of the banks make any significant shifts in their satisfaction and NPS scores?

BTW - HuTrust facets account for 63-80% of trust variation & 52-88% of variation in propensity to recommend (NPS).

View more presentations from mext Consulting

HuTrust® proves itself in politics

noreply@blogger.com (Anonymous) — Fri, 06 Jul 2012 02:23:00 +0000

Every politician would agree that it is all about trust.

This study, with 1500 respondents, employed our HuTrust® IP to also analyse trust in Canadian politicians. Apart from the interesting results for the Premier of British Columbia and the Mayor of Vancouver, the 6 drivers of trust in the HuTrust® methodology were statistically proven to fully explain trust. We were able to analyse the HuTrust® Profiles and the politician’s specific drivers to understand what they would have to do to build more trust.

Analysing Trust in Politicians

View more presentations from mext Consulting

King & Wood Mallesons create a new global brand in legal services

noreply@blogger.com (Anonymous) — Tue, 05 Jun 2012 00:50:00 +0000

Today the advertising campaign for King & Wood Mallesons breaks in the AFR, The Age and The Australian.The merger between Australia’s and China’s top legal firms creates one of the world’s largest legal firms.

Over the last year mext worked with the parties to develop the new, merged brand based on mext’s unique HuTrust methodology. This proprietary approach allows to develop brands and brand engagement based on trust and has frequently helped clients achieve over 20% brand growth.The brand development included the employer brand as well as the external brand. mext helped develop the brand, strategy, action plans and supports the implementation.

Sydney Design and Ad agency, mr mumbles, was brought in by mext during the brand development process.With mext being responsible for the strategy and planning, mr developed a brand design and campaign that is cutting edge in professional services.

The core campaign consists of 3 ads focused around one of the HuTrust facets developed for King & Wood Mallesons. It will run internationally and will be supported by numerous targeted activities.

For more information, please contact Stefan.grafe@mext.com.au or visit www.mextconsulting.com , www.hutrust.com

For further articles and press releases:

Please click here for the campaign for King and Wood Mallesons article
Click here for the bandt report
Click here for the Mumbrella report
Click here for the AdNews report