Roy Morgan announces winners of New Zealand Customer Satisfaction Awards

Last Updated: August 5, 2020By

At a gala dinner in Auckland on Thursday night, 24 winners of the 2011 Annual Roy Morgan Customer Satisfaction Awards were announced.

As well as the winners of the 2011 Annual Award, Monthly winners were announced for January, 2012.
2011 Annual Award Winners:

Finance
Financial Institution of the Year SBS Bank
Major Bank of the Year Kiwibank
Travel & Tourism
Domestic Airline of the Year Air New Zealand
International Airline of the Year Singapore Airlines
Hotel of the Year Novotel
Retail
Coffee Shop of the Year Muffin Break
Clothing Store of the Year Postie
Department Store of the Year Kirkcaldie & Stains
Furniture/ Electrical Store of the Year Harvey Norman
Hardware Store of the Year Bunnings
Liquor Store of the Year Liquorland
Music/ Book Store of the Year JB Hi-Fi
Pharmacy of the Year Unichem
Quick Service Restaurant of the Year Subway
Shoe Store of the Year Hannahs
Sports Store of the Year Hunting & Fishing
Supermarket of the Year Pak ‘n Save
Telecommunications
Home Phone Provider of the Year Vodafone
Internet Service Provider of the Year Paradise
Mobile Handset of the Year Apple iPhone
Mobile Service Provider of the Year 2 degrees
Utilities
Electricity Provider of the Year Energy OnLine
Gas Provider of the Year Genesis Energy
Automotive
Car Manufacturer of the Year Suzuki

The Customer Satisfaction Awards are based on Roy Morgan Single Source which surveys over 12,000 New Zealander’s annually.

Full details of all winners are available at CustomerSatisfactionAwards.com.

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To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

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