CURRENT TRENDS IN PUBLIC OPINION FROM WIRTHLINWORLDWIDE DECEMBER 2003

VOLUME 12 | NUMBER 7
TheWirthlinReport
CUSTOMER SATISFACTION: HIGHLIGHTS
WHERE’S THE ROI?

2
THE AMERICAN CONSUMER CONTINUES TO BE ONE OF THE Corporations increasing
MOST DEMANDING IN THE WORLD, ALWAYS WANTING MORE focus, spending
FOR LESS, AND GENERALLY UNWILLING TO GIVE HIS OR HER Most executives say their
LOYALTY BASED ON PRICE OR QUALITY ALONE. IN RESPONSE
company will spend more on
customer satisfaction efforts
TO THESE EVER-INCREASING CONSUMER DEMANDS, AND AS
in the coming year.
PART OF THEIR OWN COST CONTROL IMPERATIVES, CORPORA-
TIONS HAVE DEPLOYED A RANGE OF TOOLS AND TECHNOLO- 3
GIES, FROM BASIC CUSTOMER SATISFACTION SURVEYS TO Which tools work best?
ADVANCED CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS Surveys, employee training
AND OTHER BUSINESS INTELLIGENCE TOOLS. seen by business leaders as
most effective for enhancing
WirthlinWorldwide, which has solutions; 3) Consumers' desire
customer satisfaction
been advising clients around for a more personalized experi-
the world on customer satisfac- ence is on the rise; organiza- 4
tion and loyalty issues for more tions need to recognize that Getting personal
than 30 years, recently com- each customer relationship is Consumers value companies
pleted two surveys which pro- unique and find ways to cus- that provide a personalized
vide an updated point of view tomize their offerings; 4) experience and customizable
from two key audiences: U.S. Identifying and resolving con- products and services
consumers and Fortune 1,000 sumer problems is
5
corporate executives. We critical—when these efforts fail,
asked each of these groups to customer loyalty disappears. Is anybody listening?
Many customers who com-
share their perspectives about
plain get an unsatisfactory
the consumer marketplace and CUSTOMER SATISFACTION: response or none at all.
the efficacy of the tools used A MOVING TARGET?
by businesses today to 5
enhance customer satisfaction. The American Customer The human touch
The results of this latest Satisfaction Index, an ongoing Inability to speak to a live
research, detailed below, point survey of consumer sentiment, person is biggest consumer
to four primary challenges in has tracked consumer satisfac- complaint. Balancing
the future of customer loyalty: tion since 1994. While specific technology and personal
service is essential.
1) Although corporations have sectors have shown changes,
spent (and will continue to ACSI’s composite index is no 6
spend) significant energy and better today than it was nine
Four imperatives
resources on improving cus- years ago. This seems to run for building customer loyalty
tomer loyalty, the overall pic- counter to the fact that, during
ture, on the whole, has not this time, many organizations
improved significantly over have been focusing on cus-
time; 2) Efforts to improve cus- tomer satisfaction and spend-
tomer loyalty through automa- ing significant capital on tech-
tion and technology provide nology, people and other
benefits, but may be offset, at enhancements to improve per-
least partially, by the lack of a ceptions of their offerings. This
human connection in these lack of improvement suggests

Building Measurable Value

 CUSTOMER SATISFACTION: WHERE’S THE ROI?
2
that either the tools currently Overall Satisfaction: Up or Down?
Nearly all executives
deployed to enhance satisfac- QUESTION: Overall, would you say that your satisfaction with goods and services
surveyed say they tion are not effective or that you purchased has increased or decreased over the past two years?
(CONSUMERS)
will focus more over customer satisfaction is a mov-
the coming year ing target, whereby expecta-
8% 25% 16% 43% 8%
(38% “much more” tions increase year after year
and 46% “somewhat based on new offerings, tech-
nology and positive (and nega- QUESTION: Overall, would you say customer satisfaction with your organization’s
more”) on customer offerings, products and services, has increased or decreased in the last two years?
tive) experiences in the con-
satisfaction. sumer marketplace. The latter
(MANUFACTURING COMPANY EXECUTIVES)

hypothesis implies that compa-

2% 12% 2% 60% 19%
nies have to continuously
engage in innovative ways of
delighting the customer just to QUESTION: Overall, would you say customer satisfaction with your organization’s
offerings, products and services, has increased or decreased in the last two years?
maintain their current levels of (SERVICE COMPANY EXECUTIVES)
satisfaction. This changes the
definition of customer satisfac- 4% 19% 8% 49% 15%
tion from a single effort or met-
ric to a dynamic process with
ever-increasing challenges. DECREASED DECREASED STAYED ABOUT INCREASED INCREASED
GREATLY SOMEWHAT THE SAME SOMEWHAT GREATLY
There is good news: While
the ACSI composite index has
yet to rebound to its 1994
more positive than their service the coming year on customer
benchmark, the trendline does
counterparts, with nearly one- satisfaction. Findings also indi-
show a gradual improvement
quarter (23%) of executives cate that these executives are
since hitting a trough in 1997.
representing service compa- going to back up this claim
Our own survey findings,
nies reporting satisfaction has with budget, as seven in ten
which focus only on the last
actually decreased over the last (71%) indicate they will spend
two years, confirm that both
two years. much more or somewhat more
consumers and executives are
fairly positive on the topic of in the next 12 months on cus-
CORPORATIONS ARE tomer satisfaction related
customer satisfaction. Just over
SPENDING MORE efforts. In fact, only 16% of
half of U.S. consumers (51%)
say their overall satisfaction executives say they will spend
Improving customer satisfac- less on customer satisfaction
with goods and services has
tion and enhancing customer over the coming year, with only
increased over the past two
loyalty are two concepts 3% saying much less.
years; another 16% say it has
against which corporations Interestingly, those spending
remained the same. Corporate
have invested heavily for many less are more likely to be in
executives are more positive,
years. Our survey findings service industries where the
with seven in ten (71%) indicat-
show that even during this his- customer satisfaction improve-
ing they feel satisfaction with
torically slow economic recov- ment needs may be more acute.
their offerings has increased.
ery, executives generally plan So, with corporate percep-
Interestingly, executives in
to accelerate their spending in tions of customer satisfaction
the manufacturing sector are
this key area. We asked our on the rise, and customer satis-
sample of Fortune 1000 execu- faction spending on the rise,

71%
OF EXECUTIVES SAY THEY WILL
tives if they plan to focus more
or less on customer satisfaction
this coming year than in the
past two years. Nearly all exec-
where will companies get the
biggest bang for their buck?
We asked executives and con-
sumers both to share their
SPEND MUCH MORE OR SOMEWHAT
MORE IN THE NEXT 12 MONTHS ON
utives surveyed say they will viewpoints on several customer
CUSTOMER SATISFACTION RELAT-
focus more (38% much more satisfaction activities and their
ED EFFORTS.
and 46% somewhat more) over perceived impact on return on

THE WIRTHLIN REPORT DECEMBER 2003

 CUSTOMER SATISFACTION: WHERE’S THE ROI?
3
investment (ROI). The similari- Corporations Focusing, Spending on Customer Sat While the range of
ties and differences between tools deployed is
QUESTION: ...does your organization plan on FOCUSING more or less
their perspectives are instructive. on customer satisfaction this year than in has in the past two years? broad, the perceived
5% effectiveness of
ROI FROM THE CORPORATE SOMEWHAT LESS 38%
MUCH MORE these tools varies.
PERSPECTIVE

Since companies are focusing 11%

more on customer satisfaction, ABOUT THE SAME

we explored how organizations

spend customer satisfaction
46%
budgets. We asked executives SOMEWHAT MORE
to discuss their investments in
customer satisfaction tools and QUESTION: And, would you say that your business overall intends to SPEND more
then rate their overall perceived money or less in the next 12 months on customer satisfaction-related efforts?
This includes spending on employee training, customer relationship management
effectiveness in the consumer systems, customer retention efforts, loyalty programs, customer research, etc.
marketplace in terms of 3%
MUCH LESS
enhancing customer satisfac- 19%
tion. According to our survey, 13% MUCH MORE
SOMEWHAT LESS
the most common tools
Fortune 1000 organizations use 1%
DON'T KNOW
include Customer Satisfaction
Surveys, Employee Training
Programs, and Problem 11%
ABOUT THE SAME
Resolution Systems. Of particu- 52%
SOMEWHAT MORE
lar interest is that more than
base = Corporate Executives
one-half of organizations use
high technology solutions,

such as Business Intelligence

Usage and Effectiveness of Customer Satisfaction Tools
(BI) Initiatives (69%) and CRM
QUESTIONS: Which of the following tools, if any, is your business currently
utilizing in order to address its customer satisfaction objectives? Systems (57%) to enhance their
In your opinion, which ONE of those tools... has PROVEN MOST EFFECTIVE relationship with customers and
in enhancing customer satisfaction? personalize the experience with
currently utilizing most effective their organization.
CUSTOMER SATISFACTION SURVEYS/ 86% 23% So, are all of these high-tech
CONSUMER RESEARCH
systems just scratching the sur-
EMPLOYEE TRAINING PROGRAMS 84% 17% face, or have they measurably
improved customer satisfac-
71% 10%
tion, and ultimately enhanced
PROBLEM RESOLUTION SYSTEMS
the customer relationship?
BUSINESS INTELLIGENCE While the range of tools
69% 6%
INITIATIVES/DATA MINING deployed is broad, the per-

CUSTOMER LOYALTY PROGRAMS 57% 9%

CUSTOMER RELATIONSHIP
MANAGEMENT SYSTEMS

CREATION OF INTERNAL CUSTOMER

46%
57% 10%

11%
28%
OF FORTUNE 1000 EXECUTIVES
LOYALTY TASK FORCES/COMMITTEES SURVEYED SAY THAT THEIR
ORGANIZATION DOES NOT HAVE
DON'T KNOW/REFUSED 3% 12% AN ONGOING CUSTOMER SATIS-
FACTION RESEARCH PROGRAM.
base = Corporate Executives 0 20 40 60 80 0 10 20

THE WIRTHLIN REPORT DECEMBER 2003

 CUSTOMER SATISFACTION: WHERE’S THE ROI?
ceived effectiveness of these
tools varies. About one-fourth
(23%) of executives cite
Customer Satisfaction Surveys
as their most effective tool for
improvement, followed by
Employee Training programs.
Interestingly, only 10% of
respondents cite more costly
"Creating personal- CRM Systems as most effec-
ized experiences tive, tied with Problem
Resolution Systems and
and customizing
Customer Loyalty Programs.
offerings based on
individual customer THE CONSUMER PERSPECTIVE
preferences clearly
raises the bar for all In contrast to corporate execu-
organizations...” tives, consumers may not
understand, or even recognize,
the application of these differ-
Justin Greeves,
ent systems. In many cases,
Leader, Customer the very purpose of these sys-
Satisfaction and tems is to provide an enhanced
Loyalty Consultancy experience using back-end
technology that is transparent
to the consumer.
Since most research finds a
clear relationship between cus-
tomer satisfaction (transaction-
al), customer loyalty (relation-
ship-based) and the bottom
line (shareholder satisfaction), it
would seem to be in every
organization's best interest to
encourage customers to partic-
ipate in programs which
encourage loyalty and help
organizations tailor their offer-
ings (products and services) to
consumers. So, which of these
systems are most effective at
enhancing satisfaction with the
consumer's experience?
We asked consumers
whether or not they had experi-
enced various programs and
74%
SAY THE ABILITY TO COMMUNICATE
WITH A COMPANY ONLINE INCREAS-
ES THEIR SATISFACTION
THE WIRTHLIN REPORT DECEMBER 2003
what effect, if any, these pro-
grams had on their satisfaction
with the companies they
patronize. One-half of con-
sumers indicated they had par-
ticipated in customer satisfac-
tion surveys, and four in ten
have received rewards or dis-
counts in exchange for partici-
pating in customer loyalty or
preferred customer programs.
As we would expect, con-
sumers indicate that both of
these efforts enhanced satisfac-
tion, but customer loyalty pro-
grams, with their greater invest-
ment of resources, had a signif-
icantly stronger effect than sur-
veys. While significantly fewer
consumers have "had a per-
sonalized experience with com-
panies" or have "customized a
product or service to their pref-
erence," these two items pro-
vide the greatest enhance-
ments in satisfaction.
These results provide a
glimpse into the future of loyal-
ty-building—changing con-
Participation in Customer Satisfaction Programs
Yields Increased Satisfaction
QUESTION: Many companies have initiated new programs and systems to improve
their customer’s satisfaction. I am going to read you a list of some of these
programs. After I read each item please tell me if you have personally experienced
that program?
Do you feel that.. Has generally increased or decreased your satisfaction with the
companies that you patronize?
percent personally experienced
51% PARTICIPATING IN
CUSTOMER SURVEYS
40% GETTING REWARDS AND
DISCOUNTS IN EXCHANGE FOR
PARTICIPATING IN CUSTOMER
LOYALTY OR PREFERRED
CUSTOMER PROGRAMS
38% BEING ABLE TO
COMMUNICATE WITH
COMPANIES ONLINE
37% ONLINE SHOPPING
28% HAVING A MORE PERSONALIZED
EXPERIENCE WITH COMPANIES
YOU DO BUSINESS WITH
25% ABILITY TO CUSTOMIZE
A PARTICULAR PRODUCT
OR A SERVICE ACCORDING TO
YOUR OWN PERFERENCES
0 20
base = Consumers
4
sumer expectations require that
companies go beyond simply
asking about an experience or
collecting deeper information
about consumers; this informa-
tion must result in a new way of
relating to and creating unique
offerings and a unique relation-
ship with the customer.
Creating personalized experi-
ences and customizing offer-
ings based on individual cus-
tomer preferences clearly rais-
es the bar for all organizations
from the level of offering quality
products at a good value to
providing exactly what con-
sumers want, when they want
it, and enabling them to feel
uniquely understood by those
organizations they patronize.
Further, as consumers demand
more personalization, this
amplifies the challenge for
organizations to master the
human touch. This means that
companies must not only excel
at delivering on customer expec-
tations, but must also create a
percent increased satisfaction
52%
75%
74%
69%
84%
85%
40 60 80 100
 CUSTOMER SATISFACTION: WHERE’S THE ROI?
positive relationship through
effective and friendly front-line
staff dedicated to building that
unique and personalized expe-
rience for customers.
UNDERSTANDING AND
ADDRESSING CUSTOMER
SATISFACTION CHALLENGES
Even the best technology is no
substitute for the human touch.
When consumers are asked
about the greatest challenges
they face today, they are clear
in their desire to have front line
staff provide them with the help
they need when they need it.
When asked about the biggest
problem facing consumers
today, respondents mention the
"inability to speak with a live
person about a problem or
need" (40%) as the number one
challenge, followed by "poorly
trained employees/staff" (22%).
These challenges represent a
cry for help from consumers
and should be seen by organi-
zations as a great opportunity
for improvement in customer
loyalty efforts.
Good customer communica-
tion becomes even more criti-
cal when problems with a prod-
uct or service stand in the way
of a positive experience. In our
general sample of consumers,
one in three recall having a
specific problem with a product
or service in the past three
months. Most of these cus-
tomers attempted some sort of
contact with the company
including calling by phone
49%
OF THOSE THAT EXPERIENCED A
PROBLEM WERE EITHER DISSATIS-
FIED WITH THE RESPONSE OR GOT
NO RESPONSE.
THE WIRTHLIN REPORT DECEMBER 2003
(62%), visiting the website
(24%), visiting in person (23%)
writing an e-mail (19%) or writ-
ing a letter (13%). The majority
of customers still rely on the
telephone and other traditional
methods to communicate with
companies. We know based on
past research that customers
prefer to reach a live person on
the other end of the phone and
are often frustrated by automat-
ed systems or the inability to
reach another human being.
The challenge here for busi-
nesses is to continue to find
the right balance between
human touch and efficiency
vis-à-vis automated solutions.
We asked respondents who
made contact with a company
what happened as a result. The
outcomes varied greatly. While
80% of organizations respond-
ed to consumers, three in ten
(30%) of those responses were
not satisfactory and another
19% of consumers got no
response at all. In other words,
nearly half of those who experi-
enced a problem were either
dissatisfied with the response
Consumer Satisfaction Problems
QUESTION: Which of the following do you think is the biggest problem
facing consumers today in terms of their satisfaction with products
and services?
INABILITY TO SPEAK TO A
LIVE PERSON ABOUT A
PROBLEM OR NEED
POORLY TRAINED
EMPLOYEES/STAFF
POOR QUALITY PRODUCTS
AND SERVICES
CERTAIN PRODUCTS
AND SERVICES
NOT ALWAYS AVAILABLE
LACK OF INDIVIDUAL
ATTENTION
DON'T KNOW/REFUSED
0 10
base: Consumers
5
or did not get a response. Not
surprisingly, most of these con-
sumers reported they stopped
patronizing the companies that
did not address or resolve their
problems. Despite the prolifera-
tion of customer management
tools available to corporations,
the fundamental challenge of
effectively managing contacts “The challenge for
and resolving customer prob- businesses is to
lems remains high. continue to find the
What's worse is that these right balance between
missed opportunities are costly.
the human touch and
WirthlinWorldwide's customer
loyalty research confirms, time
efficiency vis-à-vis
and time again, that customers automated solutions.”
who have problems resolved to
their satisfaction are just as sat- Kate Roberts,
isfied or more satisfied than Customer Satisfaction
those who never had a prob-
and Loyalty
lem. This does not suggest
companies should create prob-
Consultancy, UK
lems to solve, rather it demon-
strates that problems can be
treated as opportunities to
shine in the eyes of your cus-
tomers. In a customer focused
environment, a formal process
addressing and resolving prob-
lems, combined with clear lines
of accountability and perform-
40%
22%
16%
11%
8%
3%
20 30 40
 CUSTOMER SATISFACTION: WHERE’S THE ROI?
6
ance metrics, are crucial to en- example. Our unique values- line employees with the tools to
hancing customer satisfaction. based approach helps to iden- understand their customer rela-
Wirthlin's past research has tify not only that "inability to tionship issues and the differ-
shown that a key to addressing speak with someone" might be ence they can personally make
customer satisfaction chal- a problem, but relates it back, in the consumer experience. An
lenges begins with establishing through the consumer’s own effective customer loyalty sys-
the right kind of customer loyal- thoughts and feelings, to the tem should therefore also rep-
ty metrics based on an under- higher level consequences, resent the internal perspective
standing the core values that benefits and values that can and be able to quantify the
drive consumer decision-mak- both attract and repel con- generally strong relationship
ing. Our values-based research sumers. Perhaps having that between satisfied employees
framework allows organizations right front line staffer on the and satisfied customers.
to get beyond simply measur- phone saves time, and lets that WirthlinWorldwide's past work
ing product and service attrib- consumer get more things indicates that individual busi-
utes (transaction-based) and done, or spend more time with ness units that have satisfied
enables a deeper understand- their family? Or, alternatively, employees are more likely to
ing of the emotions and values the right attention to problem- produce satisfied customers.
that create a truly loyal cus- solving leads to a feeling of Therefore, improvements in
tomer (relationship-based). The importance and ultimately customer satisfaction can come
imperative of providing the allows that product (or brand) from understanding which
“human touch” is a good to deliver a stronger sense of levers are within a manager's
self-esteem? These are the reach, including both employee
very issues that corporate and consumer touch points.
Challenges to Customer Satisfaction executives and brand leaders
QUESTION: From your perspective, what has been the SINGLE BIGGEST need to measure in order to FINAL THOUGHTS
CHALLENGE facing your organization in relation to its customer satisfaction
efforts in the past two years? truly understand and address
lingering customer satisfaction The last 20 years have seen
CUSTOMER 23%
RELATIONSHIP
challenges. sophisticated changes in the
Staying in line with the customer 11%
Being responsive to customers 5% way customers and companies
Keeping customers informed 5%
Intra-company communication 2% CORPORATE CHALLENGES do business and how they
PRODUCT 22% communicate. And yet, even
Being competitive 7% From the corporate perspec- with all of these new systems
Product development 5%
Implementing/developing new systems and technology 2% tive, organizational challenges and technology in place, cus-
Product availability 2% in customer satisfaction
Product quality 2% tomer satisfaction remains flat.
Quality issues 1% emanate from two key areas: Consequently, businesses must
SERVICE 15% the consumer relationship and always be mindful that cus-
Customer support/service 5%
On-time delivery of goods 4%
product issues. Nearly one tomer expectations are never
Price versus service 3% quarter (23%) of executives static. Customers will always
Consistency of operations 2%
Measuring customer satisfaction 2% mentioned relationship items, continue to raise the bar for
COST/PRICING 13% such as "Staying Inline with companies to win their loyalty.
Lowering prices 3% Customers", "Being Responsive Our survey findings point to
Cost management 3%
Cutting costs 3% to Customers", and "Keeping four critical areas to address in
Bankruptcy 2% Customers Informed" as their order to improve the customer
Billing issues 1%
key organizational challenges. experience and build loyalty:
STAFFING 10%
Further, executives are also
Maintaining staff/employee retention 5%
Training and developing quality employees 5% more likely to mention Product 1. Use systems that collect and
Creating a positive atmosphere 1% organize customer information
issues (22%) including "staying
CUSTOMERS 3% competitive" and "product as a way to create personalized
Continual growth of customer base 2%
development." and customized offerings that
Retaining customer base 1%
These findings identify build a unique relationship with
OTHER 15%
another dynamic in addressing consumers. CRM and business
Slow economy 4%
Other 11% customer satisfaction chal- intelligence tools seem to yield
lenges, namely, providing front less in terms of perceived effec-
base = Corporate Executives

THE WIRTHLIN REPORT DECEMBER 2003

 CUSTOMER SATISFACTION: WHERE’S THE ROI?
tiveness than their more tradi-
tional counterparts (surveys,
employee training programs,
customer loyalty programs).
But in the longer term, these
more advanced tools facilitate
the programs that enhance
consumer loyalty from the con-
sumers' point of view, including
the ability to customize an offer-
ing or personalize a customer
experience. Given the large
cost of these systems and the
fierce competition for loyalty
many industries face, corpora-
tions have strong incentives to
get the most out of this tech-
nology in the coming years.
2. Have the right metrics in
place that measure customer
needs (both rational and emo-
tional) and identify when and
where needs are not being met.
Customer satisfaction systems
should include questions about
product and service attributes
but should also measure the
consequences and emotional
benefits associated with those
offerings. Customers are per-
suaded rationally but loyalty is
achieved emotionally.
3. Foster two-way communica-
tion that maximizes human
exposure. Our survey findings
confirm that the ability to con-
nect with customers in increas-
ingly diverse ways may not
bring organizations closer to
their customers and may, in
some cases, create distance.
Make sure that customers can
access front line staff in the
ways they desire, and that staff
have an understanding of their
customers and the ways they
can make a difference in the
experience.
4. Facilitate problem communi-
cations and expedite problem
resolution. As our survey find-
ings show, an unresolved prob-
THE WIRTHLIN REPORT DECEMBER 2003
7
lem is a recipe for dissatisfac- loyalty. Our most important
tion. Customer problem resolu- objective is to help establish a
tion should receive the highest linkage between customer loy-
priority and provides a unique alty and the bottom line. We do
opportunity to build loyalty. this by developing a holistic
understanding of the organiza-
RESEARCH METHODOLOGY tion's customers, their decision
making processes (both ration-
This report contains selected al and emotional) and the key
results from two surveys regu- drivers of loyalty.
larly conducted by Wirthlin Building customer loyalty
Worldwide and available to requires not only a system for
clients: gathering transactional metrics,
Our quarterly Executive but also an understanding of
Omnibus: Telephone interviews relationship dimensions, an
were conducted during June assessment of higher-order
2003 with 150 senior-level cor- brand and product benefits,
porate executives (vice presi- insight into future behavior, and
dent/director and higher) work- a view of the competition.
ing for Fortune 1,000 compa- WirthlinWorldwide brings to
nies. bear a unique combination of
Our semi-monthly National tools, technology and industry
Quorum: Telephone interviews expertise, plus a history of suc-
were conducted July 18-21, cess in establishing and
2003 with 1,000 adults (age improving systems which
18+) residing within the conti- measure, manage and build
nental United States. loyalty. We work with our
clients to help ensure that cus-
ABOUT WIRTHLIN’S tomer loyalty systems become
CUSTOMER SATISFACTION a living part of the key manage-
AND LOYALTY CONSULTANCY ment decision-making process
at all levels.
The focus of Wirthlin For more information about
Worldwide’s Customer how we can help you, contact
Satisfaction and Loyalty Justin Greeves, Vice President
Consultancy is to provide our and Leader of the Customer
clients around the world with a Satisfaction and Loyalty
systematic and customized Consultancy, at 703-480-1900
approach to building customer or jgreeves@wirthlin.com.
Wirthlin WORLDWIDE
®
RESTON, VA DETROIT, MI LONDON, UK The Wirthlin Report is published monthly.
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