it would be fascinating to plot this against 'employee attachment' the data for which Gallup might also be able to provide?
 

Yes, Gallup have done a lot of work in the area of 'employee engagement'. Not sure why they use 'engagement' rath erthan 'attachment', but they run an annual survey that tracks employee engagement across a number of countries. Its over-riding finding tends to be that across all secotrs roughly 22% (if memory serves) of employees are 'actively engaged with' (i.e. strongly attached to) the company they work for - committed to it. Something like 50% are fairly neutral - neither strongly engaged nor disengaged. And fully 20% or more are 'actively disengaged' - these people have quit in their heads, they just haven't walked out the door yet. Those percentages are half-remembered but roughly right.
 

thanks for the response Phil. However,if there is no differentiation between sectors in terms of employee engagement/attachment, what is making the difference to customer attachment?
I read somewhere (and I believe!) that, in those businesses/organisations where customers have personal contact with an employee, the customer experience can only ever be as good as the employee experience - the exception being where a 'maverick' service evangelist manages to inspire a team to exceptional performance which is effectively counter-cultural.
That being so, might we infer from the 'customer attachment' data that sector A has more engaged employees than sector B?
Or is there in fact only a limited correlation between customer and employee attachment?

In which case what might be the other influences on customer attachment?

maybe it's just the Brand? (and the extent to which customers allow aspirational brand image to over-ride their real customer experience?)

or indeed the extent to which customers can self-serve and avoid speaking with a human employee (Amazon always figure highly in customer satisfaction...!)

to be clear where I come from on this, I think we should be working to 're-humanise' customer care as first choice, and use technology as back-up.... rather than the other way around, which is where the cost-driven approach has taken us.

Gardeners not mechanics as Peter Senge says!