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	August 15, 2007 The UK's Nationwide Puts Its Members First A Case Study In Experience-Based Differentiation by Benjamin Ensor with Bruce D. Temkin, Ashara Giordanelli

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Executive Summary

In the late 1990s, the UK's Nationwide Building Society faced a challenge — many members were pushing the institution toward demutualization. Nationwide rebuffed this move by improving its customers' experience — changing its products, pricing, marketing, and customer relationship management (CRM). In a market where customers are increasingly cynical about and distrustful of financial services providers, Nationwide stands out as a customer advocate that tries to do what's best for its customers. Nationwide's practices include continuously tracking and acting on customer feedback, using predictive analytics to power service messages, and creating internal marketing campaigns.

TABLE OF CONTENTS

• Nationwide Building Society Avoids Demutualization
• Nationwide Demonstrates Experience-Based Differentiation Best Practices
• Results: Nationwide's Differentiation Drives New Business

WHAT IT MEANS

• The Lessons Learned From Nationwide
• Related Research Documents

This is an excerpt

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