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IBM Canada
IBM's Canadian operation was concerned about the customer experience that its sales representatives and call center agents were providing small business customers. Following a revamp of its phone sales and service standards, IBM retained LRA to help test the efficacy of the sales and service experience. Creating several customer "personas," LRA is conducting phone-based mystery shops of the IBM Canada small business unit, providing IBM with the data it needs to continue adjusting the experience via additional training and coaching where needed.and to hand out kudos in the instance of a job well done.
Indianapolis Motor Speedway
For the first time in the history of the Indianapolis Motor Speedway, home of the Indy 500, ticket renewals weren't automatic. To make matters worse, some of the defections were in the newly renovated corporate hospitality areas, where higher ticket prices came with higher customer expectations. IMS and LRA developed a customer research program for the hospitality area patrons, as well as a follow-up study focused on regular fans identified as "lost customers." The resulting analysis provided IMS with a blueprint to address customer concerns, improve the experience and keep butts in seats.
Kampgrounds of America (KOA)
KOA is the unquestioned 800-pound gorilla in the campground industry. With more than 450 locations in the United States and Canada, KOA is virtually the only "brand" in an industry populated predominantly by "mom-and-pop" operations. In order to make its campgrounds a destination of choice, KOA sought to build the strength and meaning of the KOA brand and the camping experience associated with that brand. After making the distinctive KOA yellow a ubiquitous presence throughout the campgrounds, KOA and LRA turned their attention to the experience, developing a service model and training program based on KOA's "Great People. Great Camping" branding message. The "Making it G R E A T" program rolled out to 400-plus locations, providing operators and their employees the instruction, service skills and tools needed to, in fact, make it G R E A T.
Live Nation
Declining concert attendance and
the proliferation of competition for the entertainment dollar
were just a few of the issues facing Live Nation (formerly
Clear Channel Entertainment). Live Nation turned to LRA to
enhance the quality of the amphitheatre guest experience.
Instead of 40-plus venues doing their own thing, LRA created
a streamlined set of universal service standards and expectations
branded "SHOWTIME" and trained seasonal personnel at regional locations throughout
the country. With a robust guest satisfaction and loyalty
tracking program in place for this summer season, Live Nation
is positioned to make sweet music for live music lovers across
the nation.
MGM MIRAGE - Primm Valley Resorts
LRA's Guest Satisfaction and Loyalty Research program serves a dual purpose for Primm Valley, the complex of three hotel and casino resorts owned by MGM MIRAGE located 35 miles south of Las Vegas. On a tactical level, Primm operators get real-time electronic feedback on the guest experience, allowing them to react immediately to any guest problems to address deficiencies and engage in guest recovery. Strategically, the analysis of the data provides Primm insight into the key drivers of guest behavior, allowing the resort to shape the future guest experience based on what is most important to their guests.
NetJets
NetJets pioneered the concept of fractional jet ownership, becoming the first company to offer consumers a "share" in a private jet that would essentially be on call as if it were their own. The concept was so appealing that legendary investor Warren Buffet purchased NetJets 1998 for his company, Berkshire Hathaway. With explosive growth and a high-end consumer, however, came the challenge of being able to provide the same personalized and attentive service that had earned NetJets its reputation for excellence as a smaller enterprise. LRA worked with NetJets to further define and refine that service experience, creating standards and training to drive the desired customer outcomes that would effectively scale for a fleet of six planes.or six hundred.