Report: The State Of Customer Experience Management, 2011

We just published a new Temkin Group report, The State Of Customer Experience Management, 2011.

Do you want to know what large companies are doing in customer experience management and how things have changed since last year? Then this report is for you.

Here’s the executive summary:

Temkin Group surveyed more than 200 large companies about their customer experience efforts. While 7% of respondents think that their company is a customer experience leader today, 61% want to be their industry leader within three years. More than half of these companies have an executive in charge of their customer experience activities. A big component of those efforts include voice of the (VoC) programs that overwhelmingly deliver positive business results. We also asked companies to complete Temkin Group’s customer experience competency assessment. Only 3% of firms have reached the highest level of maturity. But there’s good news. Over the last year, companies have improved in all four areas of customer experience competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

Download report for $195

While the overall analysis looked at large companies around the world, we also did another analysis comparing results from last year for large North American companies. Here’s one of the figures that show how large US companies have improved their customer experience competencies over the last year:

Here are some additional findings in this report which is loaded with data contained in 20 figures:

  • Almost six out of ten companies have a senior executive in charge of their customer experience efforts
  • Thirty-percent of the companies have 20 or more full-time employees in their customer experience organization
  • Nearly two-thirds of companies highlighted “other competing priorities” as a key issue
  • Eighty-four percent of companies have already seen positive business results from voice of the customer efforts
  • Nearly half of the respondents already use Net Promoter Score (NPS)
  • Only 3% of companies reached the highest level of customer experience maturity, which we call a Customer-Centric Organization
  • Only 17% of respondents believe that their executives regularly support decisions to trade off short-term financial results for longer-term customer loyalty
  • Customer experience leaders have more senior executives running the show, more centralized activities, and more formalized voice of the customer programs
  • We looked at the scores from Temkin Group’s competency assessment. The percentage of companies that received at least a “moderate” rating rose from 22% on 2010 to 30% in 2011

Download report for $195

The bottom line: Customer experience management has become a real discipline.

About Bruce Temkin
I am a customer experience transformist, helping large organizations improve business results by changing how they deal with customers. As part of this focus, I examine strategy, marketing, interaction design, customer service, and leadership practices. I am also a fanatical student of business, so this blog provides an outlet for sharing insights from my ongoing educational journey. Simply put, I am passionate about spotting emerging best practices and helping companies master them. And, as many people know, I love to speak about these topics in almost any forum. My “title” is Managing Partner of the Temkin Group, a customer experience research and consulting firm that helps organizations become more customer-centric. Our goal is simple: accelerate the path to delighting customers. I am also the co-founder and chair of the Customer Experience Professionals Association (CXPA.org), a non-profit organization dedicated to the success of CX professionals.

4 Responses to Report: The State Of Customer Experience Management, 2011

  1. It is great to have someone as a professional industry analyst in our growing field of Customer Experience Transformation and Management. This report and the industry association are very important elements. Thank you for your work in this area.

  2. Bruce’s blog contains excellent insights. While it was not a surprise, highlighting that “only 17% of respondents believe that their executives regularly support decisions to trade off short-term financial results for longer-term customer loyalty” is a real disappointment. Building loyalty takes time. Those companies that understand that achieving “repeat business” takes a long term commitment will clearly beat out their competition over time. Too many executives only think about the next quarter and don’t consider their customers as part of their profitability equation. Richard Shapiro, The Center For Client Retention

    • Bruce Temkin says:

      Hi Richard: Thanks for your comment. I agree; it takes time. At the end of the day, organizations need to believe that longer-term goals like customer loyalty are important, and they can see what’s important by the trade-offs that their executives make. I will be comparing this data to last year in an upcoming post…

  3. Another great writing Bruce! This are importants things to be mention and it’s is true that a lot of executives doesn’t figured out yet that long term commitment will clearly beat out the others.

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