Business

Kevin Kellogg, The Man With A Vision

Published

5 years ago

December 23, 2021

Nothing is unstoppable like a vision accompanied by a God-given determination to succeed, and Kevin Kellogg is consistently proving this point. At the age of 13, he already had a clear view of what his future should look like, and he put every ounce of his energy into reaching his goals. His first was to pay for his own car by the time he was 16, and he immediately set out to make that a reality. From mowing lawns and pulling weeds to painting houses, Kevin did every odd job he could get his hands on, living by a lesson that his father had taught him: “If you’re going to do something, do it right. Always look at your work when you’re done and make sure you didn’t miss anything. Your work has your name on it.”

With this in mind, Kevin plunged into early entrepreneurship. His exceptional work soon drew the attention of a local rental owner known as “Mr. Music”. Although Mr. Music was simply looking for Kevin to mow his lawn, it didn’t take long before Kevin was doing all sorts of maintenance on Mr. Music’s rentals. Through this time, a firm bond formed between the two of them, and Mr. Music soon became a huge part of Kevin’s life. The gentleman not only taught Kevin how to drive, but also how to properly care for his properties.

Thanks to odd jobs, a large amount of them for Mr. Music, Kevin was able to buy and restore his first car by the time he was 16, just like he had planned. Although he experienced satisfaction from a completed mission, he immediately began work on a new goal. Kevin wanted financial freedom. If he needed something, he didn’t want money to be an issue. Knowing already that it would be a long road, he started working at the local Publix supermarket while he was still in school, and, after graduation, turned this opportunity into a full time commitment. But it wasn’t enough that he was working for wages, Kevin knew he wanted to do more. He was an exemplary worker, and became a natural candidate for management positions. By the time he was 21, he was working as 2^nd Assistant Manager, and, not long after, was promoted to Assistant Manager. Still, Kevin continued to push forward, aspiring to take on full store management. He strived to learn every aspect of the business in every department. In a short time, Kevin received the promotion he had worked for, and became the youngest store manager in the district. As always, Kevin put his heart into his new position. Refusing to be anything but the best, he consistently enrolled in professional and personal development courses. His achievements quickly began to stack up, and, by the time he retired from store management after 27 years of service, he had opened and organized two new stores for Publix, and was featured in multiple publications discussing the difference he had made in those around him. From coaching and mentoring store associates to serving on the boards of charities, Kevin truly made a difference.

Although he was overseeing approximately $17 million in annual sales and 150 support staff, Kevin knew he wasn’t done. His time working for Mr. Music had put a fire into him for real estate, and he hadn’t abandoned the thought of one day working in the field. When he retired from store management, it wasn’t to relax, it was to pursue his long term plan of a real estate career.

During the next two years, though, troubles arose for Kevin Kellogg. Just as he was looking to begin this new chapter in his life, the stock market crashed, and, along with it, the housing market. In spite of these events, Kevin didn’t focus on how hard it could be to start in a bad market, he focused on his vision. He knew that when things are at the bottom, there’s only one direction they can go: up. So he began climbing. Along with beginning his education, he took on a full time job at Merit Electronics, where he put his management skills to use once again. While spending his days at the store and taking real estate courses, he also began working as a real estate sales associate during weekends and evenings. During his first, very busy year, Kevin managed to help Merit Electronics achieve ISO 9001:2008 compliance, as well as successfully close five real estate transactions.

Part of Kevin’s plan was to work at several different real estate organizations so he could learn varying approaches to the real estate business. During the next few years, along with his continued full time position at Merit Electronics, Kevin worked in multiple different real estate offices, and closed 4 to 5 transactions per year. It was at this time that a local broker approached Kevin with a job offer, and he gratefully accepted.

Kevin, as always, excelled. He was given ten properties to manage, which he grew to thirty within the year. He consistently brought in clients and finalized transactions, but his vision wasn’t quite fulfilled yet. This point was driven home one day, when, after he had closed four real estate deals in a single month, the owner of his company said, “Good job, Kellogg, now go and get me some more.” Although it was meant to be encouraging, it solidified in Kevin that he couldn’t be happy working for someone else. He needed to start his own company.

In 2013, Kevin met Ramona, his future wife. Their first date consisted of sitting on a beach and discussing their values and visions, and they immediately began to formulate a plan for starting their own realty company. Ramona said, “Tell you what, you do the deals, and I’ll do the paperwork.”

Ten months later they were married, and had begun work on Logical Choice Realty Group. Kevin was constantly educating himself and taking classes while also working tirelessly to build their new company. He began to enroll other business members to manage investments and rental properties as well as real estate sales, and, in 2016, quit working for other offices. He was finally set to focus on his own dream. During their first full year of business – 2017 – LCRG closed 17 real estate transactions and was managing over 100 investment properties, and they are currently still growing. Even now, as a successful business owner and an author of a bestselling book, Kevin truly believes that the best is yet to come, and he won’t stop working until he’s achieved exactly what he sees as the best in both professional and personal life. This, no doubt, is obvious to his clients, who receive only the best in customer service, and, just as importantly, investment and real estate options that are devised exactly the same way Kevin lived his whole life: with a will to make a difference in the lives around him, a definite vision, and a plan to make success happen.

Logical Choice Realty Group has a passion for their community, and loves serving and giving back. They are heavily involved in charity groups and humanitarian efforts, and believe in investing in children, who are the future.

To learn more about the accomplishments of this exceptional man and his company, visit: https://kevinlkellogg.com

For more information on Logical Choice Realty Group, visit the company website:

https://logicalchoicerealtygroup.com/

Business

Ipsos Helps Brands Understand How They Get Customer Experience Wrong & Why It’s Costing Them Millions

Published

4 weeks ago

June 26, 2026

Matthew Wiles

For brands looking to succeed in the modern business ecosystem, the customer experience (CX) is not something companies can afford to ignore. CX is a direct driver of revenue, loyalty, and growth for organizations.

Ipsos, one of the world’s leading market research firms, helps brands understand that failing to focus on the customer experience can lead to lost sales, which in turn can translate to not only millions in lost revenue but also lost trust and credibility in the market.

How brands still get CX wrong

“The customer decision and desire to do business with brands directly affect the bottom line,” says Brad Christian, Chief Commercial Officer at Ipsos – Experience Practice.

Customer experience may sound like a simple concept, but many brands still get it wrong. CX goes beyond surveys and feedback. Leaders who fail to connect feedback in a meaningful way to goals such as retention, repeat visits or purchases, advocacy, and operational performance fail to deliver on their service promises. The emotional and functional disconnect can spell trouble for brands. The most polished advertising campaigns cannot make up for a frustrating customer interaction or a promise that a business cannot fulfill.

According to Ipsos’s internal research, many customers today see service as too automated and impersonal. More than half report that their experience is worse than promised.

These findings don’t just result in disappointed buyers. They result in lost customers, negative feedback, and a long-term impact on the business as a whole.

“Brands have to manage the entire customer experience across each and every touchpoint,” explains Christian.

Poor CX can be expensive

Executives can often underestimate how expensive a history of poor CX can be. Global losses can reach into the billions while leaders wonder what went wrong. In an age of rapid social media communication, a single negative interaction can spell disaster for a company, leading to reduced customer spending or the entire loss of its most loyal customers.

Those losses are not just reflected in lost revenue, however. Customer acquisition and marketing dollars can also be lost as companies continue to spend money trying to retain their customer base, often skipping right over the experience part of retention.

Poor customer experience can be a deep operating problem that creates a domino effect, decimating businesses from the inside out. These poor experiences can impact not only present and future customer acquisition but also business leaders and employees.

CX matters more in today’s business landscape

The customer experience has always mattered, but it may matter more to brands trying to make it in a modern, ultra-competitive, digitally-driven business landscape. Good experiences encourage repeat purchases, boost loyalty, and increase the likelihood that customers will go online and recommend a brand to others.

“Customer experience isn’t an isolated function,” says Christian. “It’s ‌part of a larger system that ensures that brands measure and manage customer experience data and then act on that data to drive action where customer experience gaps exist.”

Brands also have to seek to understand today’s customers, who expect experiences that are seamless, authentic, and relevant. As more and more companies hop on the automation train, they will want to reassure their customers that the human element that many people consider important still exists.

At Ipsos, six drivers of strong customer relationships form the bedrock of the company’s CX platform, something that they refer to as the “Forces of CX”: certainty, fair treatment, control, status, belonging, and enjoyment.

Customers want to feel that if they have an issue with a brand, it will be handled and that their concerns will be understood. They don’t want the customer experience to feel like a battleground; they want it to feel fair and human.

“Customer experience isn’t just a nicer experience,” says Christian. “It ties directly to specific financial outcomes, whether that be increased sales, greater market share, or stronger brand loyalty.”

How Ipsos helps businesses deliver customer experiences that matter

Ipsos turns customer feedback into reliable, actionable, decision-ready information. The company goes beyond simple satisfaction metrics and implements voice-of-the-customer programs, journey analytics, relationship feedback, and quality research.

“Brands don’t just need data,” Christian says. “They need measurements as to how they are delivering on their brand promise and predictive modeling to tie financial performance measures to those measures to help them determine where to invest to maximize the customer experience and understand what financial impact those investments might deliver for the business.”

Ipsos measures the interactions that matter ‌most and shows brands how each interaction can affect retention, share of spend, and efficiency. For brands that are trying to reduce the guesswork behind CX, Ipsos helps them move beyond cosmetic fixes to achieve real, meaningful change.

Customer expectations can shift on a dime, influenced by society, social media, and even changing trends. Ipsos helps brands meet those rapidly changing customer expectations with hard evidence and comprehensive metrics.

Today’s brands need to understand how to get the customer experience right. Ipsos has the insights needed to drive home the deep importance of CX in today’s marketplace.