Industries Served


The C-CUBES approach equips executives with invaluable knowledge of factors affecting company health and industry ranking.

Business to Business

Launched November 2016, the C-CUBESTM B2B benchmark survey remains one of the largest and comprehensive monthly studies of B2B managers. Over 8,000 surveys have been collected, and the distribution continues to rapidly expand.

It is imperative to evaluate the mechanisms within B2B firms that contribute to overall company sustainability, success, and health. Within each survey, C-CUBESTM evaluates a set of strategic areas that are important to financial performance. Such areas include:

  • Pricing
  • Product quality
  • Safety
  • Service Support
  • Sales
  • Communication
  • Project management
  • Corporate social responsibility

Unlike the majority of consulting firms, C-CUBESTM has developed a proprietary statistical link with financial performance such as sales, EBITDA, margins, and pricing power.

Why use C-CUBESTM  B2B Benchmark?

The C-CUBESTM  approach equips executives with invaluable knowledge of factors affecting company health and industry ranking. This process compares firm performance on loyalty drivers and overall customer satisfaction relative to industry competitors, as well as aspirational benchmarks.

The B2B Benchmark enables companies to determine key strategic areas contributing to optimal performance, and positioning themselves against close competitors and industry leaders. By developing a deepened understanding of its position relative to industry competitors, firms place themselves at a competitive advantage.

Targeted initiatives in key strategic areas stimulates tangible, sustainable improvements in financial performance. Continuous evaluations and initiatives employed by C-CUBESTM assist firms to closely monitor specific internal functions directly affecting overall performance, which in turn increases effective decision making regarding future firm endeavors.


Power-Up PPI

By | B2B: Briefs, Briefs, Energy: Briefs


To remain profitable, companies must have pricing power. They must have the ability to raise prices while maintaining relatively stable unit sales. And at the 100,000-foot level, where CEOs are looking to examine the financial outcomes of their actions, B2B companies struggle to increase pricing power.

The concept of pricing power is associated with price elasticity, or price sensitivity. The more price-sensitive a consumer, the more negatively the consumer will react to an increase. Companies with higher relative pricing power find customers react less negatively to a price increase. Thus, they are able to maintain stable unit sales when they enact an increase.


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Multiplier Customers

By | B2B: Briefs, Briefs, Energy: Briefs


All customers are not the same. Some generate only one-time business. Others can help grow a firm organically through repur- chasing, recommending the business to peers, inviting bids on new business, and offering positive word-of mouth. Customers who engage in these behaviors are “multiplier customers”: they help firms multiply their business growth.

Multiplier customers who offer peer recommendations and repeat business are especially critical for industrial business-to-business (B2B) companies that offer specialized products and solutions to meet complex customer needs and for whom the cost of customer acquisition can be high. Without multiplier customers, B2B companies see increased customer acquisition costs, may have lower sales per customer, and fail to deliver the desired financial results.


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The EBITDA Conundrum

By | B2B: Briefs, Briefs, Energy: Briefs


Earnings before interest, taxes, depreciation, and amortization (EBITDA) is a powerful metric used to evaluate the profitability of a business. Because of its nuanced approach to earnings, it is a different metric from cash flow.

At the 100,000-foot level, many boards and CEOs of business-to- business (B2B) companies rely on EBITDA as the key to evaluat- ing the current and near-term health of their companies. Efforts to manage EBITDA typically focus on production factors that fall within the realm of finance and operations. Indeed, managing a firm’s operational expenditures is seen as key to managing EBITDA.

While managing EBITDA via operating expenses can be effective, the focus of such an approach is strictly inward-looking. Over time, the focus becomes cost cutting, efficiency, and lean production. Research shows companies focusing on efficiency succeed at delivering higher long-term value to shareholders, but surprisingly, a 2005 study showed companies that combine an efficiency focus with a customer focus deliver even higher long-term value to shareholders — up to 1.5 times higher.


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Research Articles

B2B: Research ArticlesEducation: Research ArticlesEnergy: Research ArticlesResearch ArticlesRetail: Research Articles

Customer Satisfaction, Loyalty Behaviors, and Firm-Financial Performance: What 30 Years of Research Tells Us

CARLY FRENNEA AND VIKAS MITTAL The authors synthesize research on the relationship between customer satisfaction (CS) and customer- and firm-level outcomes in a meta-analytic framework. Overall, the results point to positive associations between CS and customer behaviors, financial performance, and shareholder value. However, the magnitude of the relationship between CS and firm-level outcomes is smaller than that between CS and customer-level outcomes. Moderator analysis shows substantial variability in the effect sizes reported across customer-level studies, which can be partially attributed to contextual factors and measurement characteristics. The authors conclude with a discussion of the theoretical and managerial implications of these…
February 20, 2018
B2B: Research ArticlesEducation: Research ArticlesEnergy: Research ArticlesResearch ArticlesRetail: Research Articles

Four Fatal Flaws of Strategic Planning

EDWARD A. BARROWS JR. Strategy execution is drawing a lot of attention these days, but that in no way means companies have abandoned their time-tested strategic planning processes. In fact, as far as management tools are concerned, strategic planning is as popular as ever, with 88% of large organizations engaging in some form of formal strategic planning, according to Bain & Company’s global 2007 Management Tools and Trends survey. This number may still be on the rise as economic conditions force companies to search for new ways to jump-start business growth. Barrows, Edward. "Four fatal flaws of strategic planning." Harvard…
February 20, 2018
B2B: Research ArticlesEducation: Research ArticlesEnergy: Research ArticlesResearch ArticlesRetail: Research Articles

Customer-Centric Org Charts Aren’t Right for Every Company

JU-YEON LEE, SHRIHARI SRIDHAR AND ROBERT W. PALMATIER The new conventional wisdom on corporate structure is that companies can do better by organizing themselves around customer groups. The logic sounds compelling: A customer-centric structure, as the approach is known, can help a company understand its customers better, develop deeper relationships with them, and improve customer satisfaction. Some 30% of Fortune 500 firms, including Intel, Dell, IBM, and American Express, are already on board, and the numbers are growing all the time. READ MORE
February 20, 2018

Press Features

6 Ways B-to-B Customers Are Unique and How to Satisfy Them

January 9, 2019

The Unequal Effects of Partisanship on Brands

March 26, 2018

Saving the News: Toward a National Journalism Strategy

March 19, 2018

Business Schools Suggest New Loyalty Metrics

March 19, 2018

Which Customer Metric Best Predicts Financial Performance?

December 31, 2017

Disgust leads people to lie and cheat, cleanliness promotes ethical behavior, study shows

November 13, 2017

When a Consumers’ Sense of Local Identity is Triggered, They Will Pay More for Products that Reinforce that Identity

May 12, 2017

How Brands Can Leverage the ‘Buy American’ Movement

April 4, 2017