Our new study: How do banks and energy suppliers rate the use of value-added services?
The importance of value-added services is growing, particularly for banks and energy suppliers. This is mainly due to the fact that they can be introduced to the market in a very short time, measurably increase customer loyalty and generate additional revenue. Value-added services are an extremely effective tool in these highly competitive and price-sensitive markets with interchangeable products. We asked our corporate clients what goals they are actually pursuing with the use of value-added services.
My team and I have recorded our findings in the 1st German Added Value Barometer. We are very passionate about value-added marketing and work intensively on needs-based value-added solutions for the future. We love making our corporate customers successful and their end customers happy with our value-added solutions. To achieve this, value-added services must be constantly optimized and adapted to current trends. The 1st German Added Value Barometer serves as a fundamental starting point to enable future analyses and statistically validated evaluations of added value services, customer needs and strategies.
Mehrwerk believes in the power of value-added services
Banks and energy suppliers in particular can differentiate themselves noticeably and visibly from the competition with relevant additional services and generate significant additional income. The corporate brand also benefits from this and is given a positive emotional charge.
With the help of the value-added barometer, a precise focus will be placed on comparability and the identification of trends in future, as well as the need for innovations on our value-added platform. In addition, the value-added barometer is intended to serve as a comparison of our own image and that of others (manager vs. customer requirements) for banks and energy suppliers and thus expand and adapt the knowledge of our corporate customers.
In short:
The 1st German Added Value Barometer provides an overview of how banks and energy suppliers and their customers rate added value services and which strategies are important now. Across all sectors, for example Customer loyalty, for example, is the most relevant goal in our study and only then are the goals of increasing revenue or acquiring new customers pursued.
The results of the 1st German Added Value Barometer also compare the actual willingness to pay of end customers with the assessment of corporate customers. For example, end customers are For example, end customers are prepared to pay an average of 70% more for an extended warranty than estimated by corporate customers. Of course, it is interesting to compare this market research with the data from our value-added programs already running at 165 banks and energy suppliers.
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Are you interested in a digital edition of our 1st German Added Value Barometer?