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, Amazon.com, 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, Amazon.com, 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.

2015TER_IndustryRanges 2015TER_IndustryLeadersLaggards 2015TER_AboveBelowIndustry 2015TER_GainersLosers 2015TER_IndustryTrends

Purchase Temkin Experience Ratings spreadsheet for $395,
which includes Temkin Effort Ratings

Here’s a sample of the spreadsheet (.xls)


The data was collected from an online survey of 10,000 U.S. consumers during January 2015. Quotas were set to mirror the U.S. census data for age, income, gender, ethnicity, and geographic regions of the U.S. population.

The Temkin Effort Ratings are based on asking consumers the following question about companies with whom they’ve interacted during the previous 60 days: “Thinking back to your most recent interactions with each of these companies, how easy was it to interact with the company?” Potential responses range from 1= “Very difficult” to 7= “Very easy.” Temkin Effort Rating for a company is calculated by taking the percentages of consumers who respond with a 6 or 7 and subtracting the percentage who responded with 1, 2, or 3.

Temkin Ratings website
You can view a sortable list of the Temkin Experience Ratings (and other ratings) on the Temkin Ratings website.

About Bruce Temkin, CCXP
I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about these topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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