Author: root

Honda Customer Satisfaction Measurement

The Need

More than 20 years ago, American Honda Motor Co., Inc., in its pursuit of continuous improvement, approached JD Power with a request for a proprietary customer satisfaction measurement program that would measure its dealer sales and service operations. Since that time, many changes have occurred, including client staff, several initiatives, new technologies, and operational improvements. One constant, however, is that the Honda and Acura brands continue to use JD Power to conduct their customer satisfaction tracking.

The Solution

Each year, JD Power fields more than 3 million surveys to Honda customers via phone, mail, and Web to collect data on responses to specific questions regarding the client’s dealership service quality, including initiation, service advisors, facilities, and convenience of service. The data is used by all levels of the organization, including corporate, field organization, research, and dealers. Through the years, Honda has employed findings from this research to make continuous improvements to its processes; implement such new service programs as concierge services; and recognize dealers for good performance, among other achievements. The dedicated JD Power research team continuously advises Honda on improving the tracking program’s performance to increase response rates and leverage digital solutions for greater transparency in the research process.

The Result

In addition to building and improving the measurement program to meet its changing requirements over the years, JD Power has served as a trusted advisor to Honda on research methodology, best practices, and analyses to help the company understand the findings and identify improvements that continue to build loyalty for the brand.

Banking customer satisfaction is on the rise across the U.S. in an unexpected trend, given current economic challenges. 

We are in an uncertain economic environment and many U.S. consumers report declining consumer financial health and annual household income. This isn’t great news for banks, but despite these challenges, banks are prioritizing personalized relationships and giving their customers the tools they need to manage their finances more effectively. The end result is happier customers who are more likely to stay loyal to their current financial institution.

Insights from the JD Power 2025 U.S. Retail Banking Satisfaction Study^SM, released on March 27, 2025, highlight what’s behind these trends. The study, currently in its 20^th year, measures consumer satisfaction across seven key dimensions: trust, people, account offerings, banking convenience, saving time and money, digital channels, and problem resolution.

Keep reading for a look at which banks are excelling in your region. 

2025 JD Power U.S. Retail Banking Award Winners by Region: 

• California: Chase
• Florida: Fifth Third Bank (for a second consecutive year) and TD Bank in a tie
• Illinois: Wintrust Community Banks (for a fourth consecutive year)
• Lower Midwest Region: BancFirst (for a third consecutive year)
• Mid-Atlantic Region: Capital One (for a second consecutive year)
• New England Region: Bangor Savings Bank (for an eighth consecutive year)
• North Central Region: Centier Bank
• Northwest Region: Banner Bank
• New York Tri-State Region: Liberty Bank
• Pennsylvania: Chase
• South Central Region: Capital One
• Southeast Region: United Community Bank (for a second consecutive year)
• Southwest Region: 1st Bank (for a fifth consecutive year)
• Texas: Frost (for a 16th consecutive year)
• Upper Midwest Region: Gate City Bank

 

Key Findings From the JD Power 2025 Study

While many banking customers may be concerned about some aspect of their finances, overall customer satisfaction with retail banks is up by 11 points from 2024. The likelihood that customers will stay loyal to their current bank has also risen by 2 percentage points. Banks are focusing on personalized experiences, and it’s paying clear dividends—but what strategies are driving these improvements?

1. Educating Customers About Fees
   No one likes surprise costs or hidden fees. Banks that have put efforts into helping their customers understand fee structures have helped many of them avoid unnecessary charges. It’s a proactive and customer-centric approach that’s played a key part in boosting overall customer satisfaction.
2. Efficient Problem Resolution
   A small percentage of customers are going to experience fraudulent or incorrect charges, no matter how careful or secure their banking processes are. Surveyed customers of the leading banks have a more satisfying experience resolving problems when they do occur.
3. Increased Visibility of Support Services
   Tools are only useful if they’re available, and more customers are being made aware of financial health tools like credit score monitoring and budgeting tools provided by their banks. Though these resources aren’t necessarily new, many customers may have been unaware of them. Easier access to these features, along with other benefits like streamlined direct deposit options, make it easier for customers to manage their finances.
    

How JD Power banking awards and rankings help consumers to make informed choices 

The sheer number of options when it comes to financial institutions, lenders, products, and services can be overwhelming for customers. The choice fatigue makes it difficult for the average consumer to tell which bank best meets their needs or prioritizes features that are important to them. 

Online reviews only make the problem worse, which are usually comprised of opinions from a small but vocal and ultimately unrepresentative group of customers.

JD Power is a trusted voice when it comes to providing an accurate and reliable picture of customer satisfaction. With study results grounded in the real-world experiences of over 100,000 banking customers, JD Power presents unbiased and independently funded research based on a statistically representative group of customers.

It’s the kind of comprehensive analysis that consumers can trust for an in-depth look at what banks are doing to make their customers happy, as well as common complaints. Taken together, it’s a complete picture that helps consumers make better, more informed decisions when looking for the best banking experiences.

Tips for Choosing a Bank

Finding the right bank doesn’t have to be overwhelming, even in an uncertain economy with countless options. The JD Power 2025 U.S. Retail Banking Satisfaction Study helps customers identify which banks are delivering standout experiences in each region. Use the findings above as a starting point to find the best bank near you.

Start by visiting the bank’s website to explore their account offerings, tools, and services that are of interest to you. Most banks also have a tool that can help you locate the nearest branch location to you. Consider visiting a location near you to speak with a representative and ask any questions you may have prior to opening an account. 

Doing your homework can help you to make a well-informed decision about which retail bank to work with and can set you up for the most satisfying banking experience possible.  
 

 

The Three F’s of Banking: How Banks Are Winning Hearts in Hard Times

 

Despite ongoing financial strain, customer satisfaction with retail banks is on the rise. New findings from the JD Power U.S. Retail Banking Satisfaction Study reveal how banks are adapting to consumer needs and building trust. Jennifer White, Senior Director of Banking Intelligence, shares the latest trends. 

Rising Satisfaction Amid Financial Strain
Even though consumers are facing economic hardships—reflected in declining deposits and investment amounts—overall satisfaction with their banks has increased. Consumers are more likely to return for additional products, and Net Promoter Scores (NPS) have improved. Despite the challenging financial environment, customers are finding value in their banking relationships.

Banks Are Rising to the Challenge
“Banks are spending more time helping customers manage their financial lives in a way that goes well beyond routine transactions,” White explained.

Building on this positive sentiment, banks have been investing heavily in digital tools and personalized services to support customers in managing their finances. Features like budgeting tools, savings goal trackers, and proactive alerts in mobile apps are helping consumers feel more empowered to navigate their financial situations. These efforts are a key reason behind the increasing satisfaction scores.

Tackling the “Three F’s” (Fees, Fairness, and Fraud)
However, consumer concerns about fees, fairness, and fraud persist. Despite these challenges, banks have been taking necessary steps to address these issues. Increased transparency around fees, enhanced fraud protection measures, and efforts to ensure fair treatment are helping build greater trust with customers. While there’s still work to do, these improvements are contributing to more positive customer experiences.

Declining Deposits
The study also finds that the average deposits held by consumers at their primary bank continue to decline. With 33% of consumers reporting less than $1,000 in deposits, the divide between those with significant savings and those struggling to save is widening. This highlights the financial strain many consumers are facing and presents a challenge for banks in providing accessible financial solutions.

Financial Advice Is Gaining Traction—But Awareness Is Still a Hurdle
More customers are recalling their banks’ advice and guidance—and many are taking action. Still, banks face challenges in cutting through the noise.

“The leak is still really occurring at just getting customers’ attention,” White said. “That, at the core, is about the volume of messaging, the spread of the messaging over a calendar year. It’s about making sure that the content is personalized.”
Banks that succeed here are integrating guidance across channels—from in-branch conversations and call centers to in-app banners and automated savings nudges.

Whether through a mobile app or in-person interactions—customers feel more supported in their financial decisions, contributing to their overall satisfaction.

What’s Next for Retail Banking?

The findings from this year’s study make one thing clear: to maintain long-term customer loyalty, banks must continue to:

• Invest in digital tools that enable consumers to manage their financial lives with ease and confidence.
• Enhance transparency around fees, fraud protection, and fairness to foster trust.
• Provide personalized financial advice that empowers customers to make informed financial decisions.

As the banking landscape continues to evolve, these findings underscore the importance of banks acting as trusted partners in helping customers manage their financial health and navigate uncertain times.

Read the JD Power 2025 U.S. Retail Banking Satisfaction Study press release for more key findings.

Read the Press Release

The effects of the pandemic on air travel are still being felt today with capacity issues, supply chain problems, crowded planes, and higher prices affecting satisfaction.

These factors present a challenge for airlines seeking to engage and retain their customer base. Reputation management and fostering goodwill through strategic marketing and consistent messaging is now more critical than ever. 

A key to successfully nurturing these relationships is gaining a solid understanding of the significant role that brand image and reputation can play, as discerned from independent customer research found in the annual JD Power North America Airline Satisfaction Study.

Why Reputation Matters

It should come as no surprise that customer satisfaction is a key driver of retention. While service quality is essential, positive experiences with an airline play a significant role in reducing customer churn and building a strong reputation among travelers.

Reputation is not built overnight; rather, it is a blend of service, value, and reliability that is consistently experienced by the passenger across multiple flights. Brand reputation becomes an even more critical differentiator when price and convenience are converging across competing airlines. Reputation becomes even more important in premium and upper-class cabins, where price is often less of a concern. While a direct flight to a final destination remains a primary decision driver for travelers, their final airline selection is also influenced by an airline’s reputation and the traveler’s past experiences with that airline.

What can airline marketers do to attract and retain their customer base? 

Airlines can drive perceptions of value among travelers by emphasizing brand reputation in their messaging. Airline marketers should strategically feature reputation and credibility-building content in campaigns, especially those targeting premium and upper-class travelers.

How can they do this? 

• Consistency is key: Even loyal customers can become susceptible to new marketing messages and entreaties from competitors after enduring inconveniences or issues. Consistently communicating a commitment to customer satisfaction and delivering reliable, excellent service can help to build the goodwill and brand resilience necessary to retain loyalty despite potential issues or competitive appeals.
• Highlight ease of travel and reliability: Emphasize ease of travel in the messaging. Topics might include check-ins; comfortable flights with adequate amenities; and accessible, knowledgeable, and interactive staff. Take time to understand the specific needs and expectations of target customers and integrate these insights directly into marketing strategies and messaging.

• Leverage third-party credibility boosters: Customers are seeking independent third-party decision support backed by personal experience. Each year, the JD Power North America Airline Satisfaction Study independently surveys more than 9,500 passengers who have flown on a major North America airline within the past month and recognizes the airlines with the highest customer satisfaction ranking in each class segment. Marketing awards that are based on thousands of first-hand customer experiences can provide a critical way for airlines to demonstrate to travelers that they are reputable and worth consideration. 

   

Stay tuned to learn which airlines are rising above the competition when the results are released on May 7, 2025. In the meantime, learn more about the JD Power North America Airline Satisfaction Study Awards.

U.S. Investors, Lacking Reassurance from Financial Advisors, Call This “The Toughest Investment Climate” They’ve Experienced

With the Dow Jones Industrial average heading toward its worst April since the Great Depression and the S&P 500 down about 13.9% from its peak in mid-February, following the introduction of a sweeping set of tariffs on imported goods, U.S. investors are understandably concerned about their portfolios. While recent suspensions of some tariffs may have prevented further market declines for now, the continued sense of uncertainty persists. Exactly how serious is investor concern, and how is it affecting their experience with their financial advisors and wealth management firms?

This JD Power Wealth Intelligence Report analyzes data from the JD Power Financial Services U.S. Investor Pulse Survey, which was fielded on April 15 and April 16 to take the pulse of investors in the United States as they navigate this period of market volatility.

Investor Confidence Shaken by Tariffs

On April 2, the Trump administration unveiled a set of tariffs on all imports into the country, and even higher tariffs on goods from about 60 countries or trading blocs that have a high trade deficit with the U.S. While markets had been bracing for tariff action, the scale of the announcement caught many by surprise, and markets reacted sharply, with the S&P 500 dropping more than 10% in the two days following the announcement.

That sudden spike in volatility has put many investors on edge, with many anticipating a tough road ahead as they continue to navigate this period of economic uncertainty. Overall, 56% of investors said: “this is the toughest investment climate I’ve experienced,” while 33% said they’ve experienced worse and 11% were not sure.

When asked whether the tariff news had shaken their confidence in their investments, 40% of investors said they believe the tariffs are hurting their portfolios and making them rethink their strategy. Another 34% said they were not sure, but they were worried about the potential effects of the tariffs. Just more than one-fourth (26%) of investors said they don’t believe the tariffs will affect their investments.

A total of 69% of investors surveyed work with a financial professional (34%) or dedicated financial advisor (35%) to manage their investments, while 25% manage their portfolios on their own and 7% have someone else in their family who looks after their investments. Across the board, investor confidence is highly correlated with professional guidance. Those who work with a dedicated financial advisor are least likely to say that the tariff news is causing them to rethink their strategies, while those who trade/invest on their own without any professional help are most likely to be rethinking their portfolios right now.

 

Quantifying the Effect of Tariffs on Investor Portfolios

When it comes to assessing the short- and long-term effects of the tariffs, 41% of investors believe they will negatively affect their portfolios during the next 12 months and 32% believe they will negatively affect their portfolios during the next five years. Interestingly, 49% of investors believe tariffs will either have a positive effect or no effect at all on their portfolios in the next 12 months and 52% believe the effects will be positive or neutral in the next five years.

 

Seeking Reassurance from Professionals

The lion’s share of investors have received proactive outreach from their advisors in response to the tariffs, with 57% of advisors reaching out via “low-touch” methods such as text messages, emails and letters, and 56% reaching out via “high-touch” methods, such as phone calls, video conferences and in-person meetings. In some cases, advisors reached out via both high-touch and low-touch methods. Despite this widespread multichannel outreach, 18% of investors said they have received no contact from their financial advisors following the tariff announcement. 

Some of those advisor interactions were more effective than others. The majority (52%) of investors said they were reassured by their advisors and believed they were well-guided through this period of volatility, but 31% said they were uncertain and did not feel like they had enough support. Another 7% said they were frustrated and not getting the guidance they need, and 10% were unsure.

 

Among self-directed investors who currently trade/invest on their own without any professional help, 40% indicated they were “probably likely” (27%) or “definitely likely” (13%) to work with an advisor in the next 12 months. That number rises to more than half of younger self-directed investors, including Millennial[1] and Gen Z respondents.

When it comes to taking action in response to the tariff-related volatility, 35% of investors said they are holding off until the market stabilizes, 28% said they are moving into safer assets such as bonds, cash and gold and 25% said they are diversifying their portfolios to spread risk.

 

Crisis Breeds Opportunity

Market shocks like the one we’ve been experiencing throughout the month of April create a moment of truth opportunity for investment professionals to demonstrate their ability to guide clients through a rational, practical process that is not overly swayed by emotion or fear. So far, in response to tariff-related market activity, advisor performance managing those emotions has been mixed. While a little more than half of investors feel like they are getting the guidance they need, there are a lot of people out there right now in a full-blown panic. Advisors need to communicate frequently and effectively to help their clients through these types of challenging market moves.

 

Find out More

This Wealth Intelligence Report is based on responses from 1,190 investors with at least $100,000 in investable assets. It was authored by Mike Foy, managing director of the wealth management practice at JD Power. Please contact us at the numbers below to connect with Mr. Foy or to learn more about the underlying research.

 

Media Contacts

Brian Jaklitsch; East Coast; 631-584-2200; [email protected]

Geno Effler, JD Power; West Coast; 714-621-6224; [email protected]

 

[1] JD Power defines generational groups as Pre-Boomers (born before 1946); Boomers (1946-1964); Gen X (1965-1976); Gen Y (1977-1994); and Gen Z (1995-2007).

Automotive Insights from Frank Hanley, senior director of auto benchmarking at JD Power

As elevated prices continue to strain household budgets and reduce purchasing power, vehicle shoppers are no exception to the financial pressure. High interest rates and challenging market conditions significantly affect affordability, forcing consumers to be more selective when choosing their next vehicle. Consequently, buyers shopping for mass market or premium vehicles are meticulously researching their options, placing particular importance on quality as a key factor in this major investment decision.

Vehicle manufacturers who can meet buyer expectations for new vehicle quality and promote a low-problem experience can pave the way for strong customer satisfaction and lasting loyalty.

This is clearly illustrated by the effect on Net Promoter Scores® (NPS)^[1] when problems are experienced in the first 90 days of ownership. Problem-free vehicles achieve high scores (90 for mass market, 91 for premium on a scale of -100 to 100). However, when owners have problems during this early period of ownership, these scores plummet (76 for mass market, 75 for premium), demonstrating the negative effect of early quality issues on customer sentiment and brand reputation.

With the high stakes of new-vehicle quality so apparent in customer satisfaction and brand loyalty, what steps can marketers take to proactively build a strong reputation among new and existing buyers?

Quality: A Core Driver for Vehicle Buyers

Quality is a key motivator for buyers of both premium and mass market vehicles. Premium buyers, often investing significantly more, understandably hold high quality expectations, where even minor issues like items being difficult to use or material defects can lead to significant dissatisfaction.

Quality is also a primary motivation for buyers of mass market vehicles. Early quality issues or defects damage the brand’s reputation among mass market buyers, who may have concerns then about the vehicle’s long-term durability.

Marketers at premium and mass market brands can tailor campaigns to address the expectations of shoppers by highlighting their commitment to delivering high-quality vehicles and integrating third-party credibility initiatives into their marketing strategies. 

Making quality a focal point of marketing campaigns can ease customer worries, enhance competitive differentiation and demonstrate value during the buying process.

Quality as a Differentiator: Actionable Marketing Insights

Given the critical importance of quality for both premium and mass market buyers, marketers can take proactive steps like: 

1. Empower Customers with Educational Materials

Providing accessible resources, such as guides, videos and expert tips on how to use complex features and optimize vehicle performance, can position the brand as a trusted partner within the first 90 days. This proactive approach not only enhances the ownership experience but also subtly reinforces the inherent quality of the brand by emphasizing usability and preventive care.

2. Be Proactive with Reputation Management 

While preventing all issues is impossible, proactive communication and resolution are key. Brands that swiftly address problems can mitigate damage to their reputation. Utilizing social listening tools to monitor online mentions allows for quick responses to negative feedback. Furthermore, providing excellent customer service with easy contact methods and reducing the burden of repairs (e.g., offering free loaner vehicles) demonstrates a commitment to customer satisfaction.

3. Focus on Vehicle Quality in Marketing Materials 

Mass market and premium buyers desire high-quality vehicles. Marketers can use that information to their advantage and highlight a vehicle’s quality in advertisements and customer communications. Providing evidence to support marketing claims, such as awards won by the brand for its high-quality vehicles, adds credibility that customers look for.

Final Thoughts

In today’s competitive automotive landscape, quality has become one of the highest priorities for new vehicle shoppers. By centering marketing strategies around quality and providing transparent, supportive communication, automakers can not only meet but exceed customer expectations. In doing so, brands can stand out from the competition and build stronger customer loyalty.

Discover which automakers and models will be awarded for new vehicle quality in their respective segments on June 26 with the release of the JD Power 2025 U.S. Initial Quality Study^SM (IQS). In the meantime, learn more about IQS, which provides insights into problems experienced within the first 90 days of new vehicle ownership, by clicking here.

 

^[1] Net Promoter System®, Net Promoter Score®, NPS®, and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.

 

What do the next three months look like for the United States economy? 

That’s the question that’s seemingly on the tip of everyone’s tongue ever since the U.S. imposed sweeping tariffs on several countries around the world. Accordingly, bank customers in the U.S. are trying to figure out exactly what that will mean for their finances, particularly those who are struggling. 

According to JD Power data, 35% of customers are financially healthy,[1] a new 13-month high. But even as customers seem to be gaining some ground on the financial health front, many are expressing uneasiness about their future finances.

Financial Health Gets Another Boost

The number of customers who are financially healthy increased to 35%, a 13-month high. As observed between January and February, this trend may not be long-lasting, but after financial health was stagnant for so long, the fact that there has been more movement of late could be seen as a positive development. 

 

The percentage of bank customers who say the cost of goods is increasing faster than their income fell slightly to 66%. Stressed customers (83%) were most likely to say they are grappling with the cost of goods, up from 81%. Just 51% of healthy customers say they are having trouble keeping up with the cost of goods, down from 58%. 

 

 

Tough Times Ahead?

Less than half (43%) of customers say their current financial situation is stable and secure. That rate is virtually identical for customers under 40 and over the age of 40 (42% vs. 43%, respectively). 

 

Conversely, 41% believe their financial situation is at risk of getting worse in the next three months. While stressed customers (45%) were most likely to agree that their finances are at risk, healthy customers (42%) are not far behind.

 

 

When asked about the root of their fears, 63% believe that their cost of living will be worse in the next three months, while 34% say they will have trouble managing housing costs, and 26% say the stock market will decline and hurt their investments.

 

 

Rising to the Challenge

Customers have been operating under the specter of another economic downturn for years. And while that has never fully materialized, the most recent events have certainly sparked some concern. That is enough to get many customers wondering if this is finally the other shoe getting ready to drop.

As the U.S. sits down with various countries to negotiate these tariffs, those fears may soon be quelled. But regardless of the specifics of the next several months, one thing is certain: Customers will likely seek counsel in the entities they know best. Banks need to be prepared to step up in times of uncertainty and help customers navigate these unpredictable times. Those that can help will enjoy better customer relationships and financially healthier clientele. 

 

Find out More

This Banking and Payments Intelligence Report is based on responses from 4,000 retail bank customers nationwide and was fielded in March 2025. It was authored by Jennifer White, senior director of banking and payments intelligence at JD Power. Please contact us at the numbers below to connect with Ms. White or to learn more about the underlying research.

 

Media Contacts

Brian Jaklitsch; East Coast; 631-584-2200; [email protected]

Geno Effler, JD Power; West Coast; 714-621-6224; [email protected]

 

[1] JD Power measures the financial health of any consumer as a metric combining their spending/savings ratio, creditworthiness, and safety net items like insurance coverage. Consumers are placed on a continuum from healthy to vulnerable.

Why Gen Y & Z are Increasingly Open to Seeking Advice from Financial Advisors

Despite the rise of digital platforms and DIY investing tools, younger DIY investors are increasingly open to seeking advice from financial advisors. Gen Y and Gen Z DIY investors are showing a stronger preference for working with financial advisors than their older DIY counterparts, even though they grew up using technology for almost everything, according to the latest JD Power U.S. Investor Satisfaction Study.

Kapil Vora, Senior Director of Wealth Intelligence at JD Power, shares his expertise in the Financial Service Intelligence Update on why this shift is happening and what it means for the future of wealth management.

DIY Investors Are Reaching Out

“We tend to think of DIY investors as confident and independent,” said Vora. “But the data shows many of them are open to advice, especially younger ones. Gen Y and Gen Z investors are the ones most likely to say they want help from an advisor”

As these younger investors move through major life milestones like starting families and building wealth, they are realizing that digital tools alone may not be enough.

“They’re beginning to recognize that they don’t have all the answers,” Vora added. “Many are saying that online information just is not enough to support their financial decisions anymore.”

Why Advisors Matter More Than Ever to Gen Y & Z

Younger investors are not turning away from digital platforms. Instead, they are saying they want more support than digital alone can provide. The study shows that they often feel uncertain about financial matters and want guidance that feels personal and reliable.

“Younger investors are growing, and so are their financial responsibilities,” Vora said. “They want to talk to someone who understands their unique goals and challenges.”

This presents a clear opportunity for wealth management firms.

What Must Firms Do?

To meet the needs of younger investors, firms should focus on three key priorities:

• Combine digital platforms with access to financial advisors
• Create services and products that support goals like homeownership, debt repayment, and asset building
• Make their platforms easy to use and understand

“The most successful firms will be the ones who make advice accessible and relevant without forcing a choice between tech and people,” Vora explained.

Market Volatility Is Accelerating the Shift

With market volatility continuing, more investors are reaching out for support. According to Vora, this environment is increasing the desire for professional guidance.

“Some DIY investors may be caught off guard, and we expect to see a growing interest in advice during this period,” said Vora. “For investors who already work with an advisor, those who receive comprehensive advice feel more confident and secure.”

Who’s Leading the Pack?

This year’s top-performing firms stand out for their ability to align with investor needs, whether that means offering hands-on advice or robust self-directed tools. Raymond James ranks highest in overall satisfaction among advised investors, with a score of 748 (on a 1000-point scale). U.S. Bank (738) ranks second and Edward Jones (734) ranks third.

Vanguard ranks highest in overall satisfaction among DIY investors, with a score of 704. Fidelity (703) ranks second and T. Rowe Price (691) ranks third.

“These firms are meeting their clients where they are, whether they want self-directed tools or hands-on support,” said Kapil Vora.

To see the full list of rankings and detailed insights, read the press release.

Read Press Release

What’s Next for Gen Y and Z Wealth Management?

The future of wealth management for this emerging cohort lies in a hybrid model that blends technology with human empathy. As Kapil Vora put it:

“It’s not just about being digital. It’s about being helpful. That’s what younger investors are asking for.”

Firms that recognize and respond to this shift will be better positioned to earn long-term loyalty from the next generation of investors.

See how your firm can benchmark performance and uncover deeper insights with JD Power investor satisfaction data and analytics.

Explore Now

Healthcare Insights from Christopher Lis, Managing Director, Global Healthcare Intelligence at JD Power

As the U.S. labor market remains competitive in 2025, employers are focused on how to differentiate themselves to attract and retain top talent. Considering 90% of commercial health plan members have private health insurance offered through an employer or union,^[1] it’s no surprise that workplace benefits, like commercial health plans, can be a central part of employers’ value proposition in the pursuit of great hires.

Health insurance is a cornerstone of the employer value proposition and offering health coverage from a trusted, reputable insurer can significantly affect employee satisfaction and retention. In fact, 62% of employees say their benefits package makes them more inclined to stay with their current employer. Moreover, employees who feel their company genuinely cares about their well-being are 5.8 times more likely to stay for the long term.^[2]

Given the importance of benefits to employees, it is imperative that plan sponsors look for commercial health plan providers that are committed to member satisfaction.  

This also presents a key opportunity for commercial health plan marketers tasked with growing an insurance company’s membership through plan sponsors.

Key Opportunities for Health Plan Marketers

Since members typically obtain commercial health insurance plans through employers or unions, it’s essential for marketers to engage plan sponsors by demonstrating their commitment to member satisfaction and drive positive brand perceptions by leveraging third-party credibility-building content.

In recent years, news headlines have frequently focused on rising insurance premiums and additional concerns such as claim denials and access to care, creating an opportunity for health plan providers to stand out by proactively messaging their strong commitment to member satisfaction. Building this positive perception with employers and prospective members helps counter any possible negative narratives. 

Attract and Retain Business

• Differentiation: Marketers should highlight what distinguishes their plan from competitors’ and the specific offerings it can provide both employers and their employees. Define what sets the plan apart, whether it’s a robust provider network, competitive pricing, superior customer service, or an innovative wellness program. Highlight these strengths with specific messaging that provides concrete examples that demonstrate their impact. Use data, testimonials, and case studies to show how the plan has already delivered value to employers and their employees.
• Credibility: Leveraging credibility-boosting content in marketing messages and campaigns, such as third-party awards, ratings, and testimonials, can inspire trust, improve brand perceptions, and demonstrate a strong dedication to member satisfaction, ultimately driving member loyalty and retention.

Showcase a Strong Reputation

Understanding why members choose a health plan is imperative to commercial health plan marketers as they craft campaigns, messaging, and strategies. The JD Power 2025 U.S. Commercial Member Health Plan Study℠ reveals that a health insurance company’s good reputation is a top reason for plan selection.

Health plan marketers should include reputation-enhancing content in marketing materials and presentations rather than leave it up to an employer or prospective member to research an insurance company’s standing. Highlighting credibility-boosting assets such as awards and recognitions from reputable third parties throughout the insurance company’s brochures, website, and other content is a great way to stand out from the competition and inspire consideration.

Thoughtful integration of content that demonstrates the company’s commitment to member satisfaction throughout marketing campaigns delivers a positive experience for prospective members to be motivated to act on the opportunity to enroll for coverage.

Utilize Regional Excellence

Many health insurers serve specific regions or states, and some nationwide insurance companies have a larger presence in some areas more than others. To make commercial health plan marketing more relevant to prospective plan sponsors and their members, consider incorporating location-specific awards, positive reviews, and other recognitions.

Beyond formal recognitions, building a strong local reputation through positive earned media, community sponsorships, community engagements, and local testimonials can significantly enhance perceptions among potential employer partners and their employees. Incorporating this relevant local content into the marketing mix can foster stronger connections within specific geographic markets.

Final Thoughts

For commercial health plans seeking growth, establishing strong relationships with employers is crucial. Marketers can facilitate these conversations with plan sponsors by equipping brokers and sales staff with strategic materials that include credibility-boosting content, talking points that showcase a commitment to satisfaction, along with a regional focus. These well-prepared teams can then cultivate new partnerships with employers with these compelling deliverables.

Stay tuned to learn which commercial health plan provider ranks highest in each region, as the results of the JD Power 2025 U.S. Commercial Member Health Plan Study℠ will be released on May 28, 2025.

[1] JD Power 2024 U.S. Commercial Member Health Plan Study^SM

[2] https://www.limra.com/en/research/research-abstracts-public/2024/2024-beat-study-benefits-and-employee-attitude-tracker/exploring-employee-perspectives-on-benefits-and-the-workplace/

Customers Want Security, Ease of Use from their P2P Transfer Brands

When it comes to P2P (person-to-person) transfers, bank customers are fiercely loyal to the brand they prefer. However, according to new JD Power data, network effects, security and ease of use play a large role in determining which “additional” brands consumers are using.
This Payments Intelligence Report dives into the findings of the JD Power 2025 U.S. P2P Transfers Satisfaction Study to spotlight the prevailing sentiment and emerging trends in P2P transfer customer experience.
 

Customers Prefer Adding Over Switching

Most customers say they do not intend to switch using their primary P2P brand, but most also use more than one brand, indicating openings exist for providers to grab more market share. The average P2P user has accounts with 2.8 brands, with PayPal being the most common additional brand. Overall, 47% of P2P users have a secondary account with PayPal.

 

Customers Want Ease of Use, Security

Customers say the most likely reason to switch P2P brands for both sending and receiving money is family and friends using a different P2P transfer account (41%). Security concerns (27% for sending money, 25% for receiving) were also among the top reasons.

 

Brands using the Zelle network continue their dominance over industry peers. For a second consecutive year, among the top eight performing brands in the study, seven are part of the Zelle network. They are (in alphabetical order): Bank of America, Capital One, Chase, PNC, Truist, U.S. Bank and Wells Fargo.

That said, how banks integrate Zelle into their mobile and electronic platforms has a large effect on satisfaction. Zelle integration is largely customizable, so how and where Zelle’s features appear in each bank’s tool vary.

Capital One’s P2P customer experience, for example, is enhanced by strong discoverability from the home screen, a pay/move screen featuring a Zelle-centric money movement experience, and a final send screen that displays the recipient’s information to reconfirm money is being sent to the right person.

 

Breaking Through

While P2P users are steadfastly loyal to their primary brand, competing providers have a real opportunity to expand their customer base by turning existing users into advocates. Many users are receptive to opening secondary accounts to ensure they can send money across their entire social network. This means an incumbent—or even a new disruptor—doesn’t need to break brand loyalty to make meaningful gains. Sometimes, all it takes is one friend or family member requesting a transfer via another service, and suddenly, that competitor has gained a new user.

As brands build out their platforms, it is incumbent on them to understand what differentiates the top performers.

 

Find out More

This Payments Intelligence Report is based on responses from the JD Power 2025 U.S. P2P Transfers Servicer Satisfaction Study, which included 6,105 responses and was fielded from January to March 2025. It is authored by Sean Gelles, Senior Director, Payments Intelligence. Please contact us at the numbers below to connect with Mr. Gelles or to learn more about the underlying research.

 

Media Contacts

Brian Jaklitsch; East Coast; 631-584-2200; [email protected]
Geno Effler, JD Power; West Coast; 714-621-6224; [email protected]