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USAA and Amazon Top 2015 Temkin Web Experience Ratings

For the second straight year, USAA took the top spot in the Temkin Web Experience Ratings. Based on a study of 10,000 U.S. consumers, the 2015 Temkin Web Experience Ratings examine 262 companies across 20 industries (see full list of companies (.pdf))You can see all of the company data on the Temkin Ratings website.

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USAA earned the top spot for its banking business, followed by Amazon.com in the second spot. USAA was also in the top 14 with its insurance and credit card businesses, along with credit unions, Capital One 360, SunTrust Bank, eBay, Chase, Fidelity Investments, QVC, Sheraton, and Apple Retail.

Frontier earned the lowest Temkin Web Experience Ratings followed by Cox Communications, Charter Communications, Spirit Airlines, Comcast, Blue Shield of CA, Time Warner Cable, Haier, and CenturyLink.

1506_TWxR_TopBottom

Here are some more highlights from the 2015 Temkin Web Experience Ratings: Read more of this post

H-E-B Earns Top Spot in 2015 Temkin Emotion Ratings

For the previous five years, we’ve measured emotion as part of the Temkin Experience Ratings. This year, we examined 293 companies across 20 industries based on a survey of 10,000 U.S. consumers (see methodology section below). I decided to showcase the results from the emotion component of those ratings.

Congratulations to H-E-B, Publix, Chick-fil-A, Trader Joe’s, USAA, Aldi, Hy-Vee, PetSmart, Dairy Queen, Walgreens, and Amazon.com for earning the top scores in the 2015 Temkin Emotion Ratings.

At the other end of the effort spectrum, the lowest scoring companies in the Temkin Emotion Ratings are Coventry Health Care, Comcast (for TV service and Internet service), Time Warner Cable (for TV service and Internet service), Charter Communications, Cox Communications, and CIGNA.

1506_EmotionLeadersLaggards

Do you want to the data from the 2015 Temkin Emotion Ratings? It’s included in the Temkin Experience Ratings spreadsheet that you can purchase for $395.
Here’s a sample of the spreadsheet (.xls)

Here are some additional insights from the 2015 Temkin Emotion Ratings:

  • Supermarkets, fast food chains, retailers, parcel delivery services, and hotels earned average scores of “good,” while TV service providers and Internet service providers earned average ratings of “very poor.”
  • Georgia Power, USAA (banking, credit cards, and insurance), TriCare, JetBlue, Optimum, Amazon.com, Lexus, Regions, Kaiser Permanents, Cablevision, and credit unions all earned Temkin Emotion Ratings that are more than 10 points ABOVE their industry averages.
  • Coventry Health Care, Spirit Airlines, Fox Rent A Car, Consolidated Edison of NY, Hitachi, BB&T, Blackboard, Consumers Energy Company, Sears, Dollar Rent A Car, Bi-Lo, Comcast, and Jeep all earned ratings that are 12 or more points BELOW their industry averages.
  • Seven companies increased by 10 or more points from last year: US Cellular, DHL, Residence Inn, Hampton Inn, JetBlue, Hilton, Westin, Fifth Third, Dodge, and Marriott.
  • Thirteen companies dropped by 10 or more points from last year: Subaru, Buick, TD Ameritrade, Audi, Advantage, True Value, Fujitsu, Hitachi, Best Buy, E*TRADE, Time Warner Cable, Blue Shield of CA, and AOL.

Read more of this post

Hospital (Almost) Provides Valuable Patient Status

In a recent visit to a hospital, a member of my family spotted this patient status screen. It’s a great concept, keeping family members up to speed on the status of their beloved patient as he or she is in surgery. While it’s a wonderful idea, the design falls flat. Take a look at the confusing status items:

1506_TuftsPatientStatusThis is an example of what I call the Design of Little Things (DoLT). So many organizations invest in good ideas, but fail to do the little things that will create a really positive experience for customers. It’s like running a marathon and then giving up right before the finish line.

In this case, the idea of a real-time status screen is great, but the hospital needs to provide status items that are meaningful for family members in the waiting room. All it would take is one more tweak and this would be a wonderful tool.

The bottom line: Don’t neglect the DoLT

 

Report: Economics of Net Promoter, 2015

1506_Economics of Net Promoter_COVERWe just published a Temkin Group report, Economics of Net Promoter, 2015. Here’s the executive summary:

Net Promoter® Score (NPS®) is a popular metric that companies use to analyze their customer experience efforts, but how does it actually relate to loyalty? We asked thousands of consumers to give an NPS to 293 companies across 20 industries, and then we examined the connection between NPS and four key areas of loyalty. We found that compared to detractors, promoters are more than five times as likely to repurchase from a company, more than five times as likely to forgive a company if it makes a mistake, more than seven times as likely to try a new offering shortly after its introduction, and that they recommend the company to about four times as many people. This analysis examines the loyalty behaviors of promoters, passives, and detractors across 20 industries: airlines, appliance makers, auto dealers, banks, rental car agencies, computer and tablet makers, credit card issuers, fast food chains, health plans, hotel chains, insurance carriers, Internet service providers, investment firms, parcel delivery services, retailers, software firms, supermarkets, TV service providers, utilities, and wireless carriers. The percentage of promoters who are likely to repurchase ranges from 96% for retailers, fast food chains, and supermarkets down to 77% for airlines, while the percentage of those who are likely to forgive ranges from 72% for computers & tablets, utilities, and supermarkets down to 51% for airlines. Meanwhile, the percentage of those who are likely to try new offerings ranges from 70% for major appliances and software firms down to 52% for banks. Ultimately, if a company wants to benefit from using NPS as a key metric, it must focus on improving customer experience, not obsessing over the metric itself.

Download report for $295
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Here’s an excerpt from one of the 12 graphics, which shows the loyalty differences for promoters, passives, and detractors across all industries:

1506_ValueOfPromotersDetractors

The report provides loyalty data for promoters, passives, and detractors across 20 industries: airlines, auto dealers, banks, computer and tablet makers, credit card issuers, fast food chains, health plans, hotel chains, insurance carriers, Internet service providers, investment firms, major appliance makers, parcel delivery services, rental car agencies, retailers, software firms, supermarket chains, TV service providers, utilities, and wireless carriers.

Download report for $295
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See our VoC/NPS resource page, which includes great resources for creating a successful NPS program. You mat also want to see our latest NPS Benchmark Report with NPS data on 283 companies.

The bottom line: Promoters are much more valuable than detractors.

Net Promoter Score, Net Promoter, and NPS are registered trademarks of Bain & Company, Satmetrix Systems, and Fred Reichheld.

Walmart’s Pay Increase Will Probably Lower Costs

Walmart recently announced that it plans to raise wages for more than 100,000 of its managers and employees in specialized departments. Why would the “everyday low prices” retailer add a ton of new costs to its ongoing operations?

I want to explore a hypothesis that this move will actually lower Walmart’s long-term costs. I know it sounds counter-intuitive; how do you lower costs by spending more? The answer comes from understanding the Employee Engagement Virtuous Cycle.

Temkin Group's Employee Engagement Virtuous Cycle

As you can see, a more engaged workforce can drive even better financial results. One of the reasons is that engaged employees are much more productive, they’re willing to work harder. While compensation is not the key motivator for engaging employees, it’s hard to engage employees who don’t believe that they are being fairly compensated.

As you can see below, 59% of employees who believe they are appropriately compensated are highly likely to do something good for the company even if it’s not expected of them, compared with 45% of employees who do not believe they are appropriately compensated.

TGVirtuousCycle

This move by Walmart will certainly get a lot more employees to believe that they are appropriately compensated. Think about how much value (and cost savings) those employees can create by doing good things for Walmart. I’d bet that it will more than cover the costs of the pay raises.

The bottom line: Sometimes you can save money by paying your employees more.

CX Leaders Are More Customer- And Mission-Centric

In the recent report, The State of CX Management, 2015, we examined how survey respondents from firms with $500 million or more in revenues classified their corporate culture. As you can see below, almost half selected either profit- or sales-centric.

  • Profit-centric (Generating profits come first): 28%
  • Sales-centric (Generating sales comes first): 20%
  • Customer-centric (Our customers come first): 16%
  • Product-centric (Product features and capabilities come first): 14%
  • Mission-centric (Fulfilling our mission comes first): 9%  
  • Process-centric (Process efficiency comes first): 7%
  • None of the above are even close to describing our culture: 5%

We also examined the difference in responses based on the companies’ results in Temkin Group’s CX Maturity and Competency Assessment. The chart below shows a significant difference between companies with above average CX maturity and those with below average CX maturity. Companies with higher CX maturity levels are much, much more likely to be customer- or mission-centric.

1506_CultureVsCXMaturityThe bottom line: CX maturity often requires culture change

Comcast: 5,500 New Employees Won’t Fix Customer Experience

Comcast recently announced that it will add more than 5,500 customer service jobs as part of a “customer experience transformation” effort. That’s not the answer to its customer experience woes.

Comcast provides terrible customer experience. While I’m pretty sure that most people reading this post are nodding in agreement based on their personal, anecdotal experiences, we actually have data that shows that the company is truly awful in how it treats its customers. Comcast earned terrible ratings in both the 2015 Temkin Customer Service Ratings (last place out of 278 companies for the 2nd year in a row) and 2015 Temkin Experience Ratings (291st out of 293 companies).

Before I go too far in picking on Comcast, let me say that the problem is endemic across large cable providers, especially Cox Communications, Charter Communications, and Time Warner Cable. As you can see in the chart below, TV services and Internet services industries are the lowest in both overall customer experience and customer service.

1506_BadCXCableWhy don’t I think that Comcast can solve this problem by hiring 5,500 service reps? Because the company’s issues have to do more with it’s culture than with the number of people that it employs. The breath of the issues demonstrate a very low level of customer experience maturity across the organization. Unless the company develops a more customer-centric culture, then adding people will at best only create superficial improvements.

So, whats the answer? Comcast (and its peers) need to focus on building all four customer experience core competencies:

  • Purposeful Leadership: Leaders operate consistently with a clear, well-articulated set of values.
  • Compelling Brand Values: Brand attributes are driving decisions about how you treat customers.
  • Employee Engagement: Employees are fully committed to the goals of your organization.
  • Customer Connectedness: Customer feedback and insight is integrated throughout your organization.

Where’s a good place for Comcast execs to start? Watch this video:

The bottom line: Build a customer-centric culture, don’t just add people

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