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Driving Customer Experience Transformation

USAA Tops 2015 Temkin Customer Service Ratings

For the third straight year, USAA took the top spot in the 2015 Temkin Customer Service Ratings, which uses feedback from 10,000 U.S. consumers to rate the customer service of 278 organizations across 20 industries (see .pdf with full list). You can see all of the company data on the Temkin Ratings website.

Download dataset for $295 (download sample file)

***See how your company can reference these results
or display a badge for top 10% and industry leaders***

USAA earned the top spot for its banking business, followed by Chick-fil-A in the second spot. USAA was also in the top 12 with its insurance and credit card businesses, along with credit unions, Aldi, Trader Joe’s, Publix, Panera Bread, H-E-B,, and Bed Bath & Beyond.

For the second straight year, Comcast earned the lowest score in the Temkin Customer Service Ratings. The company took the bottom two spots for its TV service and Internet service businesses. Filling out the bottom of the ratings are Con Edison of New York, Cox Communications (for both Internet service and TV service), Charter Communications, Time Warner Cable (for both Internet service and TV service), Blackboard, Frontier, CenturyLink, and Cigna.


Here are some more highlights from the 2015 Temkin Customer Service Ratings: Read more of this post

Hannaford and Publix Top 2015 Temkin Effort Ratings

For the previous five years, we’ve measured effort 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 effort component of those ratings.

Congratulations to Hannaford, Publix, Aldi, Lowe’scredit unions, PetSmart, Trader Joe’s,, Bed Bath & Beyond, Advance Auto Parts, and Walgreens for earning the top 10 scores in the 2015 Temkin Effort Ratings. at the other end of the spectrum, Coventry Health Care, Health Net, Fujitsu, Fox Rent A Car, Medicaid, and Comcast earned the lowest ratings.


Do you want to the data from the 2015 Temkin Effort 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 Effort Ratings:

  • Supermarkets, fast food chains, and retailers earned average scores of “excellent,” while TV service providers, Internet service providers, and health planes earned average ratings of “poor.”
  • Kaiser Permanente, Southern California Gas Company,, TriCare, JetBlue Airlines, Georgia Power, Humana, and credit unions all earned Temkin Effort Ratings that are more than 10 points ABOVE their industry averages.
  • Ramada Inn, Fujitsu, Fox Rent A Car, Amica, HSBC, 21st Century, Consolidated Edison of NY, Spirit Airlines, and Coventry Health Care all earned Temkin Effort Ratings that are more than 15 points BELOW their industry averages.
  • Comparing results from 2014 and 2015, hotels gained more than 10 points, while the next largest gainer is retailers (+2.5 points). Internet service providers and investment firms dropped the most, a bit more than three points.
  • Seven companies increased by more than 10 points from last year:  Residence Inn, US Cellular, JetBlue Airlines, Hyatt, Westin, Super 8, and Marriott.
  • Six companies dropped by 10 or more points from last year: Subaru dealers, TD Ameritrade, Buick dealers, Audi dealers, Fujitsu, and Blue Shield of CA.

Read more of this post

Temkin Group’s SLICE-B Experience Review Methodology (Video)

Do you want to examine experiences through the eyes of your customers? Try using Temkin Group’s SLICE-B Experience Review Methodology.


Download SLICE-B Scorecard (.pdf)

SLICE-B is an Expert Review (a.k.a. Scenario Review) methodology where you go through a specific scenario with a specific customer type in mind, looking for experience flaws along the way. Our methodology examines 12 criteria across these six areas:

  1. Start. The extent to which the customer is drawn into the experience.
  2. Locate. The ease in which the customer can find what she needs.
  3. Interact. The ease in which the customer can understand and control the experience.
  4. Complete. The confidence that the customer has that her goal was accomplished.
  5. End. The transition into next steps.
  6. Brand Coherence. The reinforcement of a company’s brand.

To see SLICE-B in use, download the report: Evaluating Mobile eGift Card Purchasing Experiences.

The bottom line: Examining experiences through the eyes of your customers can be enlightening.


Report: The State of the CX Management, 2015

1505_StateOfCXMgt15_COVER_Page_01We just published a Temkin Group report, The State of the CX Management, 2015. This is the sixth annual benchmark of CX activities, competencies, and maturity levels.  Here’s the executive summary:

For the sixth straight year, Temkin Group surveyed nearly 200 large companies to evaluate the state of their Customer Experience (CX) management. This year we found an abundance of CX ambition and activity. Most companies have a CX executive leading the charge, a central team coordinating significant CX activities, and a staff of six to 10 full-time CX professionals. Using Temkin Group’s CX competency and maturity assessment, we found that 32% of companies have reached the highest three levels of customer experience, and while this isn’t very high, it’s still a significant increase from last year. Companies have also achieved the best scores we’ve seen for two of our four core competencies, Employee Engagement and Customer Connectedness. We additionally compared CX laggards with CX leaders and discovered that the leaders have stronger financial results, have more customer-centric cultures, focus more on internal communications, are stronger at customer insights and change management, and are better at digital interactions. Executives in companies with stronger CX competencies also tend to focus more on building a customer-centric culture and less on cutting costs. This report also includes an assessment that companies can use to benchmark their CX efforts and capabilities.

Download report for $195

The research revealed significant ambitions for improvement. While only 7% of companies believe that their organization currently delivers industry-leading customer experience, 55% have a goal to be an industry-leader within three years.

The research also shows that customer experience maturity correlates to financial results. Seventy-seven percent of companies with above average customer experience maturity levels reported that their financial results in 2014 were better than their competitors, compared with only 55% of those with below average customer experience maturity.

Temkin Group’s Customer Experience Maturity Model uses six stages of CX maturity based on the four customer experience core competencies. Here’s what we found when 199 companies completed the assessment:


Here are some additional findings:

  • Senior executives in companies with higher customer experience maturity levels are more likely to focus on the company’s culture and less likely to focus on cutting costs.
  • Sixty-three percent of large organizations have a senior executive in charge of their customer experience efforts.
  • Thirty-seven percent of large organizations have more than 10 full-time customer experience professionals
  • Only 7% of large companies rate their mobile phone experiences as being very good and only 3% of those firms feel that way about experiences that cut across multiple channels.
  • Companies identified “other competing priorities” as the top obstacle to improving customer experience.

Download report for $195

Message From Proud Ex-Chair of the CXPA

My tenure as Chair of the Customer Experience Professionals Association ( is over, but my passion for the association has never been stronger.

cxpa_logo horizontal

During the Spring of 2010, my wife Karen & I had a “crazy” idea… let’s create a non-profit professional association for the people who call themselves customer experience professionals. Lawyers have the Bar Association, doctors have the Medical Association, so why shouldn’t the growing number of CX professionals have their own association?

Jeanne Bliss joined us as one of the founding leaders, and together we launched the CXPA in April 2011. Now, four years later, we have an amazingly strong, vibrant community of members who are dedicated to the collective success of the customer experience profession. It’s awesome!

I’m extremely proud of what we’ve accomplished during four years, building a thriving community of more than 3,000 CX professionals around the world. The CXPA is a very special organization, which is built on a concept that I call M2M (Member-to-Member). We’ve worked hard to create an environment and build programs where passionate CX professionals can connect with and help other passionate CX professionals.

The CXPA’s success is the result of the commitment and efforts of many, many people, including the CXPA’s founding members, board members, sponsors, and volunteers. While there are too many people to thank individually, I want to give a special shout out of thanks to these people:

  • Jeanne Bliss for joining me on this amazing journey and jointly creating something special out of nothing.
  • Andy Freed is the President of Virtual, the company that handles all of the CXPA’s operations. He has been a partner in creating the association and has provided sage advice along the way.
  • Megan Cannon is our lead contact at Virtual and makes sure that the CXPA operates effectively. She is one of the dozens of people from the great Virtual team that keeps the CXPA rolling, which includes the super work of Bre, Jack, Brittney, Allie, Laura, Tim, Liz, Tom, Julie, and Kevin.
  • Janice Carroll was our initial operations and member relations leader at Virtual. She did just about everything that needed to be done to successfully launch the association.
  • Parrish Arturi is a Vice Chair of the CXPA and led the creation of the CCXP certification. He has also provided sound advice all along the way.
  • Karyn Furstman is taking over as the new Chair of the CXPA and has been active in many initiatives, including our member experience efforts.
  • Desirree Madison-Biggs is a new Vice Chair of the CXPA and has led our education committee for several years.
  • Karl Sharicz is a CXPA board member and one of the most active volunteers that I have ever met. He’s been a leader of the Insight Exchange, the Local Networking Events, and is always willing to do whatever the CXPA needs.
  • Lesley Lykins is last on the list, because I want to end with a big bang. She’s the Director of Member Engagement, but more importantly she’s the heart and sole of the association. Her passion for the association and our members is contagious.

We established a governance structure and a set of bylaws to ensure that the CXPA will continuously renew and sustain itself. Part of that design includes term limits. Therefore, after four years as Chair of the CXPA, it’s time for me to step down.

I may no longer be the CXPA’s chair, but I remain a passionate member!

Data Snapshot: Social Media Benchmark, 2015

1505_DS_SocialMediaBenchmark2015_COVERWe just published a Temkin Group data snapshot, Social Media Benchmark, 2015. This is our annual analysis of how consumers use different social media sites on computers as well as on mobile phones (see last year’s data snapshot).

Here’s the data snapshot description:

In January 2015, we surveyed 10,000 U.S. consumers about how frequently they use social media on their computers and mobile phones, and we then compared these usage rates to analogous data we collected in January 2012, January 2013, and January 2014. This analysis looks at the frequency with which consumers in different age groups use computers and mobile phones to access Facebook, LinkedIn, Twitter, Google+, Pinterest, Tumblr, and third-party rating sites. We also examine how usage rates vary by mobile phone type.

Download report for $195

This research has 14 data-rich graphics. Here’s a portion of one showing the daily social media activity via both computers and mobile devices for U.S. consumers:


Some of the findings form the research include:

  • Consumers increased their daily computer usage across all nine social media sites we examined. While daily Facebook access showed the smallest increase, from 46.5% in 2014 to 47.1% in 2015, Twitter jumped the most as daily computer users increased from 13.4% to 16.1% over the past year.
  • Social media activity grew even faster on mobile devices. Daily mobile usage of Facebook increased the most, from 29.3% in 2014 to 36.1% in 2015. Pinterest showed the most momentum, growing its audience of daily mobile users from 8.0% to 11.4% over the last year.
  • The youngest group of consumers we studied, those between the ages of 18 and 24, lowered their daily computer usage of Facebook, LinkedIn, Twitter, Google+, as well as with ratings and review sites like Yelp and TripAdvisor. Those young adults also lowered their daily mobile use of LinkedIn and Google+.
  • These young adults are very mobile-centric, as they are more likely to use Facebook, LinkedIn, Twitter, and Pinterest daily on their mobile devices than on their computers.
  • Consumers between the ages of 25 and 34 are the most active on Facebook, Twitter, Google+, Pinterest, and ratings sites.
  • Across both computers and mobile devices, consumers between 35- and 44-years-old showed the most increase in daily social media activity between 2014 and 2015.
  • iPhone users are the most active on Facebook, Twitter, and Pinterest, while Blackberry users are the most active on LinkedIn, Tumblr, and ratings sites.

Download report for $195

The bottom line: Mobile use continues to rise

2015 Temkin Well-Being Index By Age and Gender

In a recent post, I published the 2015 Temkin Well-Being Index (TWI) based on a survey of 10,000 U.S. consumers in January 2015. The data showed that U.S. consumers feel slightly healthier, but less financially secure than last year. In this post, I’m examining the TWI by age and gender.

As you can see in the chart below:

  • Males tend to have a higher TWI than females. The only age where females have a higher TWI is between 25- and 34-years old.
  • Men older than 75 have the highest overall TWI (72%).
  • Women and men between the ages of 45 and 54 years old have the lowest TWI.
  • Except for women who are at least 75-years old, females are happier than their male peers.
  • The largest healthiness gaps across the genders are with 65- to 74-year-old females (5 points higher) and 35- to 44-year-old males (6 points higher).
  • Men across all age groups feel more financially secure than females, and its the TWI component with the largest gender gaps.


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