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As we look forward to 2010, we also reflect on what we’ve learned during the past year. One way to do this is to check out E.G. Insight’s “top five” postings for 2009—the most frequently visited articles at www.eginsight.com/news

Each of the top posts listed below share common themes of rebuilding relationships, using customer feedback to inspire action, or best practices in business-to-business customer feedback.

Feel free to browse any you may have missed. We’ll continue to build on these themes in 2010 and we look for your input regarding other topics you’d like us to cover. Thanks for reading!

1. B2B Customer Satisfaction Survey: Advanced Analysis Methods for Impact
2. Beyond Customer Satisfaction: What Really Makes B2B Customers Loyal?
3. The Collapse of Supplier Trust – and Four Steps to
   Rebuild It
4. The Seven Deadly Sins of a B2B Voice of the Customer Program – and How to Avoid Them
5. The Method is the Message
   

December 14, 2009, Saint Paul, Minnesota, USA – E.G. Insight, a leader in customer feedback processes, is pleased to announce the addition of Jane Alexander as a Vice President of Business Development.

Jane’s main focus will be to create new business opportunities and strategic partnerships for E.G. Insight. She will work with companies to identify a feedback strategy aligned with business goals and supported by a variety of E.G. Insight tools, including the Customer Review Process (CRp^®). The Customer Review Process is a customized process that increases customer knowledge, improves customer relationships, reduces client turnover, and enhances the skills of a sales team.

Jane brings a history of sales and marketing leadership to E.G. Insight. She was a consultant and business development leader for 21 years at Hewitt Associates, where she led the significant growth of Hewitt Associates’ Minneapolis market as the market manager. Most recently she was the Vice President of Sales at RedBrick Health, a health care start-up company.

Managing Partner Eric Engwall said, “We’re excited to add someone with Jane’s accomplishments to our team. She is a strong business development leader with a keen focus on helping clients. She has the experience and knowledge that helped her to have a positive impact on day one. Jane joins us with the right skills, at the right time, and we look forward to great things in 2010 and beyond.”

As organizations worldwide seek to build trust with their most important customers, E.G. Insight’s aim is to share its experience, proven methods, and best practices in collecting actionable feedback. The addition of Jane to the team will help achieve this goal.

About E.G. Insight - E.G. Insight helps companies worldwide develop and implement feedback processes that yield a better understanding of the current health of critical business relationships, and further assists clients to use that data to make better business decisions and guide organizational improvement.

For more information please contact Nick Wassenberg at 1.651.288.1469 or nick.wassenberg@eginsight.com. To learn more about E.G. Insight, please visit www.eginsight.com.

Think for a moment about the word “relationship.” What does it mean to you?

The dictionary defines relationship as: “Connection, association; involvement; dependent on something else for significance…”

When I think about the strongest relationships I have with my suppliers, two words come to mind: trust and predictability. I trust them to have my best interests in mind whenever we do business; I trust them to treat me fairly; I trust them to deliver, on time, on budget, doing what they say they will do when they say they will. Because I trust them, I can predict their behavior; I know they will come through for me. I trust them to maintain our good relationship.

Here’s another way to think about relationships: In this day of product and price parity, the one thing that you have that competitors can’t duplicate are your relationships. Your relationships with key customers are unique.

Good relationships help us win the close ones. They help us recover from minor mistakes. Good relationships don’t help when our price is twice our competitors. They don’t help very much when the competitor is the customer’s brother or cousin. They don’t help if we make repeated huge mistakes in quality or delivery.

In this economy, many supplier/customer relationships are the same way - it’s about the close ones. The difference between success and failure is often very slight. Strong relationships can make the difference between winning and losing.

Are your relationships strong enough to help you win the close ones? What can you do to earn more trust from your customers? Do you know how to strengthen the relationships with your most valuable customers?

Gary Gerds, Managing Partner
E.G. Insight