Report: State of CX Metrics, 2011

We just published a new Temkin Group report, State of CX Metrics, 2011. Here’s the executive summary:

Companies know that it’s important to use customer experience (CX) metrics and many are already getting value from those efforts. To understand what companies are doing in this area, we surveyed more than 200 large organizations. Companies use a wide range of different metrics with varied results. They track customer service, satisfaction, and phone experiences fairly well. On the other hand, they’re not very effective at measuring customers across the lifecycle, the emotional response of customers, or cross-channel interactions. When it comes to how they run their businesses, companies haven’t integrated CX metrics into their decision making or operational processes. In only 41% of firms, for instance, do execs look at CX metrics more frequently than once per quarter. Using Temkin Group’s four-question assessment, we found that only 10% of firms have good CX metrics programs, and they deliver better customer experience.

Download report for $195

The research examines metrics within the context of an overall CX metrics program. Here are a few of the areas that are covered in the report:

  • What metrics companies use (e.g., 84% use satisfaction and 76% use likely to recommend)
  • Effectiveness at measuring different elements of the experience (e.g., 60% are effective at measuring customer service, 39% are effective at measuring new customers, 25% are effective at measuring emotional responses, and 24% are effective at measuring cross-channel interactions)
  • Effectiveness of certain activities (e.g., 52% are good at collecting and communicating CX metrics and 19% are good at making trade-offs between financial and CX metrics)
  • Executive use of CX metrics  (e.g., 59% execs review CX metrics once per quarter or even less frequently)
  • Key obstacles (e,g., limited visibility of CX metrics and lack of taking action are the top issues)

In addition, we introduced a simple self-assessment to help companies examine their CX metrics programs:

Here are the results from the 210 large companies that completed the assessment:

Here’s an excerpt and a figure from the final section of the report:

Companies need to identify the interactions that have the largest impact on customer perceptions that drive the most changes in their attitudes that generate the behaviors that support the business and brand strategy. CX metrics should focus on the key items in each of these areas.

Download report for $195

The bottom line: Make sure customers are fully represented in how you run your business

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.

2 Responses to Report: State of CX Metrics, 2011

  1. This research is interesting. It seems in all facets of business the road to failure (or at least stagnation) is paved with companies with great plans but poor execution. Customer experience it seems is no exception.

  2. Thanks for sharing the Temkin Customer Experience Metrics Assessment. This seems like a very useful tool to quickly gauge the integration of customer experience management across all divisions of a company. One issue that I have with Question 1 is that most divisions within large companies report up to a hundred metrics in their reports, but oft times the only metrics that are actionable within the division are those that are included in the KPIs or are metrics that contribute to a given KPI for the division. Your quick assessment could avoid false positive results for the consistency category by asking companies how many divisions of their company target a customer experience management metric as one of their KPIs.

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