Raiffeisen Polbank: rapid increase in sales of banking products
Strategy&Results consultants helped us discover the potential of such a huge mass of clients, which so far has been practically unused. Janusz’s report was created in 2 weeks and cost us a fraction of what we normally pay for this type of research.
KINGSPAN: safe margins resistant to a price war
We dealt with the price attack of three competitors, and in a such good way that we did not lose a single key customer and our market share grew from 22% to 25% in one year.
AFRISO: sustainable, long-term development of the company, increase in profitability and change of the organizational culture thanks to the CX strategy
My company has been systematically developing for many years – turnover is growing, profitability is growing – although it was not always like that. The turning point was the implementation in 2009 and subsequent years of the method offered by Janusz Kamieński from Strategy&Results.
Amrop: designing customer experiences as the key to strategy realization
The workshops were perfectly planned and were entirely focused on the specific Amrop business model. Janusz conducted workshops at the best world level.
Play: fascinating knowledge in the field of Customer Experience Management and unforgettable impressions from the workshops
Outstanding knowledge supported by concrete examples, a practical approach to business, many fascinating success stories and positive energy emanating from both consultants made it an unforgettable event for our team, from which we drew inspiration for a long time.
BR EDIPRESSE – increasing sales and share in the press market
At no additional cost, we increased our sales and market share. This immediately translated into higher margins. But not only. At the same time, we have achieved greater customer satisfaction, their loyalty and readiness to recommend.
innogy – strong growth in sales and customer satisfaction in all segments
Strategy&Results consultants helped us in many areas. At the beginning, they conducted an audit of the company’s strengths and weaknesses in customer experience management, which became the starting point for carrying out and implementing appropriate changes as part of the “Turning Customers into Fans” project.
