December 10, 2013 1 Comment
Congratulations to Temkin Group’s 2013 Customer Experience Excellence Awards winners: AIG Asia Pacific, Cisco, EMC, Intuit, and Oracle.
Connecting Brands, Leaders, Employees, and Customers
December 9, 2013 Leave a comment
In a recent research report we used Temkin Group’s SLICE-B experience review methodology to evaluate the experience of buying a gift card online from Amazon.com, Barnes & Noble, CVS, Dunkin’ Donuts, Starbucks, Target, Walgreens, and Walmart. But those journeys don’t end when the gift card is sent; there’s an important person on the other side of those gifts—the recipient. So, to analyze the entire end-to-end gift-card experience provided by each retailer, we took a look at the experience from the viewpoint of the person who received the gift cards.
You can download a free copy of our Insight Snapshot: Gift Card Receiving Experience (.pdf) that includes screen shots of the best practices.
Here are some of the best practices that we found: Read more of this post
December 2, 2013 2 Comments
I recently had a discussion with Nancy Wuttunee, Senior Director Operating Excellence at A&W Food Services of Canada, about a new feedback system the company is using in its restaurants. The approach is a great example of Guiding with Empathy, one of the principles of People-Centric Experience Design (PCxD).
A&W Canada uses a vendor named Benbria to help it collect feedback via in-store kiosks and a mobile app, displaying the results in real time to employees behind the counter. Customers are asked to give a thumbs-up or thumbs down to three questions:
Wuttunee is very encouraged by the results of the system, which was initially piloted at six company-owned stores in Ottawa, and is now in 50 locations and is being rolled out to all of its 800 restaurants. She told me “We’re calling it “Guest Connect,” and that’s what it’s giving to us. The front room employees already have the conversations, but this lets the kitchen stay focused on the guest experience as well.”
One of the surprises that Wuttunee described is that the stores get a lot more thumbs-up than thumbs-down. Unlike normal feedback sources that are often negatively based, this system captures a lot of positive sentiment. So the company built a culture that welcomes a thumbs-down as an opportunity to use the information for improvement.
Here’s what intrigued me about A&W Canada’s approach to sparking customer empathy:
1) I constantly find ways to create an excellent and delightful experience for each of our guests.
2) We listen to understand each other.
3) I invite and share feedback that enables us to improve.
4) I embrace change and actively support innovation.
5) We work together as partners pursuing common goals and shared success.
6) We use our differences as a source of creativity and learning.
7) I recognize and celebrate our big and small wins.
The bottom line: Help employees hear the voice of your customers
November 29, 2013 1 Comment
Earlier this week, I was in London for a Customer Experience Professionals Association (CXPA.org) Local Networking Event. Afterwards, we held the first in-person meeting of the CXPA’s UK Board of Ambassadors. It was great to see the energy and passion of CX professionals in the UK! Here are some of my observations from the trip:
The bottom line: I had a great trip to London!
November 26, 2013 Leave a comment
I’ll start with the takeaway: Better customer experience leads to more forgiving customers, more trusting customers, and higher Net Promoter Scores (and a myriad of other good things that we did not include in this post).
The 2013 Temkin Experience Ratings benchmarked the customer experience of 246 companies across 19 industries based on a survey of 10,000 U.S. consumers. But how does a good score relate to other measures of loyalty? I took a look at that question by examining how companies fared compared with their peers in other Temkin Ratings.
I separated the companies into five groups based on how far above or below they scored on the Temkin Experience Ratings compared with their industry averages. Using these clusters of companies, I examined their Net Promoter Scores, Temkin Forgiveness Ratings, and Temkin Trust Ratings compared to their industry averages. As you can see in the graphic below, companies with the highest performing Temkin Experience Ratings outperformed those in the bottom group by:
The bottom line: If you want more loyal customers, improve your customer experience
November 22, 2013 1 Comment
We’ve done a number of studies of the IT industry, including Tech Vendors: Benchmarking Product and Relationship Satisfaction of IT Clients, 2013, 2013 Temkin Experience Ratings of Tech Vendors, and Tech Vendor NPS Benchmark, 2013. I examined data across these studies to analyze how being easy to work with affects loyalty.
I analyzed feedback from more than 800 IT professionals who collectively provided more than 9,000 pieces of feedback on tech vendors. As you can see in the figure below, IT buyers are more loyal when tech vendors are easy to work with.
I examined three measures of loyalty of IT decision makers to different tech vendors based on how the IT pros rated the tech vendor’s easiness to work with (on a seven point scale). Here’s some of what we found:
The bottom line: IT professionals prefer tech vendors that are easier to work with
November 19, 2013 1 Comment
We just published a Temkin Group report, Blueprint for a Successful CX Organization. The research includes five case studies and a self-test for assessing CX organizations. Here’s the executive summary:
Organizations need both formal and informal structures to drive change and improve customer experience (CX). In this report, we begin by identifying the five elements of a customer experience management group operating inside an organization: a CX core team, a reporting executive, a steering committee, a working group, and CX ambassadors. We describe how five organizations—Arizona Public Service, British Columbia Lottery Corporation, Cornerstone OnDemand, Hagerty, and Safeco Insurance—combine these essential elements to create effective CX management groups. Our research also found that CX groups come in all shapes and sizes, and that the needs of these structures vary according to the maturity level of a company’s CX efforts. Across all different structures, the success of a CX organization is based on three characteristics: make-up of the CX core team, executive commitment to CX, and organizational readiness for CX. To evaluate your CX organization against these characteristics, use Temkin Group’s CX Organization Assessment.
Our research found that CX organizations are typically made up of these five elements.
While we examined the structures of many CX organizations, it turns out that structure is not the key determination of success. Instead, the three key characteristics below are critical. The report includes a self-test for assessing these dimensions.
The bottom line: Build a successful CX organization