Off Topic: Sheraton, Mercedes & GM Customers Will Watch The Super Bowl

Tomorrow is Super Bowl Sunday. While my Patriots aren’t playing, I’m still planning to watch the game, as will many, many more people. I tapped onto our research of 10,000 U.S. consumers to look at the popularity of the NFL.

Football is clearly America’s primary sport. Nearly 56% of the US populations likes to watch professional football, dwarfing the next sport on the list, baseball (35%). Over the last year, however, the NFL has lost a bit of its popularity, dropping almost 2 %-points. The only sports to increase their fan bases over the previous year were hockey and soccer, and they were both very small gains.

Sportsfans

One of the exciting parts of the Super Bowl Sunday is the television ads. It made me wonder about which companies would get the most value from buying those expensive commercial spots. So I looked at the degree to which different companies’ customer bases are NFL fans. My analysis spanned 318 companies across 20 industries, and the range of NFL fandom went from 48% to 74%.

At the top of the list are Sheraton (74%), Mercedes-Benz (72%), GM (70%), Hertz (69%), Alabama Power Company (69%), Quiznos (69%), Travelers (69%), and Merrill Lynch (69%).

At the bottom of the list are Empire BCBS (48%), DTE Gas Company (50%), Cablevision Optimum (51%), Subaru (51%), Cablevision (52%), Orange Julius (52%), Consolidated Edison of NY (52%), Southern California Gas (52%).

1602_NFLfansByCompany
Download the entire list of 318 companies 

15 Customer Experience Factoids From 2015 (Infographic)

Every year, Temkin Group publishes a lot of leading-edge customer experience research. In case you missed some of it, we decided to create this infographic with 15 of the top data factoids from across many of our reports:

1601_CXFactoids_INFOGRAPHIC

You can download (and print) this infographic in different forms:

100 Customer Experience Tips in a Word Cloud

Yay! I did it…

Yesterday, I completed my goal of tweeting 100 CX Tips in 100 days. If you don’t have time to read though all of the individual pieces of advice, here’s a word cloud from all 100 tips:

100CXtips_WordCloud

The bottom line: CX is built with customers, employees, and brand promises

Data Snapshot: CX Expectations and Plans for 2016

1602_DS_CXPlansFor2016_COVERTemkin Group just published a data snapshot, Customer Experience Expectations and Plans for 2016. This annual research effort shows an increase in focus, effort, and spending on customer experience in 2016. Here’s a description of the data snapshot:

In December 2015, Temkin Group surveyed 160 respondents, each from a company with $500 million or more in annual revenues, about their customer experience efforts over the past year and their plans for 2016 and beyond. We compared the results of this survey to the results of similar surveys that we completed in Q4 of 2010, Q4 of 2011, Q4 of 2012, Q4 of 2013, and Q1 of 2015. This year’s results show that companies are planning on dedicating more money and effort to improve a variety of customer experience activities.

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The data snapshot has 12 graphics with data about CX plans and expectations for 2016.

1601_CXIMpact

Here are a some additional findings from the research:

  • 84% of firms expect CX to be more important in 2016, and only 1% expect it to be less important.
  • 57% of firms expect to spend more on CX in 2016, and only 6% expect to spend less.
  • 45% of firms have more than five full-time CX professionals. 37% expect to increase those employees, and only 2% expect to cut back.
  • Firms plan to increase their spending the most on voice of the customer software, CX consultants, and text analytics.
  • The areas that will get the most increase in focus are Web experience, CX measurement, CX insights, and customer-centric culture.
  • Nearly two-thirds of organizations tie some compensation to CX metrics for customer-facing employees.

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The bottom line: 2016 will be a very active year for CX management.

Register for Journey Mapping Workshop

1603_CJMworkshopMiamiMarchBLOG

Report: Lessons in CX Excellence, 2016

1601_LessonsInCXExcellence_COVERWe just published a Temkin Group report, Lessons in CX Excellence, 2016. The report provides insights from eight finalists in the Temkin Group’s 2015 CX Excellence Awards. The report, which is 100 pages long, includes an appendix with the finalists’ nomination forms. This report has rich insights about both B2B and B2C customer experience.

Here’s the executive summary:

This year, we chose eight organizations as finalists for Temkin Group’s 2015 Customer Experience Excellence Award. The finalists for 2015 are EMC Global Services, Hagerty, InMoment, Safelite AutoGlass, SunPower, The Results Companies, Verint, and Wheaton | Bekins. This report provides specific examples describing how these companies’ CX efforts have created value for both their customers and for their businesses. We also highlight best practices across the four customer experience competencies—purposeful leadership, compelling brand values, employee engagement, and customer connectedness. We have included all of the finalists’ detailed nomination forms at the end of this report to help you compile examples and ideas to apply to your own CX efforts.

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Here are some highlights from the finalists:

  • EMC’s commitment to delivering an exceptional customer experience begins at the top and filters down through the rest of the company. For over 10 years, the company’s Total Customer Experience (TCE) program embodied what it meant to be “customer-first” and helped transform the company from a leader in storage to a leader in big data, cloud, and trust technologies. In order to continue improving in the field of CX in 2015, EMC’s senior leadership sponsored the implementation of the Next Generation TCE program, with the mission to “Enhance the total customer/partner experience, leveraging a data-driven approach for continuous improvement throughout the customer/partner journey.” The Next Generation TCE program encompasses all aspects of the company, from brand promises, to engaging and recognizing employees, to providing independent research on customer’s challenges and future needs.
  • Hagerty is one of the leading insurance providers for collector vehicles in the entire world, insuring more than one million vehicles in North America and the U.K. and employing over 600 people. Hagerty’s company-wide vision is to impact every collectible vehicle owner in the world in a positive and useful way. Their client experience strategy focuses on creating clients for life who will become partners in growth. This strategy aligns with the company’s aforementioned vision and helps Hagerty maintain a client- and agent-centered culture, and this culture includes a robust voice of the customer (VoC) program, complete with their signature Net Promoter Score® (NPS) model, a client-centered design process, and touchpoint and engagement programs aimed at celebrating clients using anniversary cards. Hagerty knows that communication is essential for executing its client experience strategy effectively, so it strives to provide effortless service and enhance relationships by doing things like alerting clients to pending storms.
  • During its inception in 2014, InMoment—a CX and VoC provider—created its own internal CX program that is built on listening to and engaging customers. Every month, the company administers customer surveys to collect general feedback, see what customers love, and learn what needs to be improved. InMoment distributes this data to client service teams and product teams so they can put it into action and help shape the accessibility and interface of the products. Executive involvement at InMoment is key. The executive team regularly meets with a client advisory board to gain a deeper understanding of its customers’ experiences, amassing recommendations that the company then incorporates into business practices. One such feature created from customer feedback is a customizable client onboarding kit that gives clients an inside look into what to expect from the onboarding process. The most unique aspect of InMoment is its culture, which is centered on a concept called The Red Shoes Experience, which recognizes exceptional individuals. The company preaches about The Red Shoes Experience to both employees and to clients, and the philosophy stands on five pillars: Awareness, Gratitude, Everyone Has a Story, Respect, and Put Yourself Out There.
  • To support its corporate vision of becoming the “natural choice for vehicle glass repair and replacement services in the U.S.,” Safelite AutoGlass adopted two strategic principles—People Powered and Customer Driven—which are rooted in the idea that engaged employees create loyal customers who, in turn, help the company grow. Each of these principles is built on four cornerstones, including leadership, caring, focusing, and listening. For example, when customers voiced concerns about Safelite.com, the company entirely overhauled the website, not only making it mobile-friendly, but also including features like a customizable portal where customers could save quotes and return to them at a later time, educational videos meant to walk customers through the process, and faster functionality to reduce steps when obtaining price quotes or scheduling appointments. In 2015, Safelite also expanded its predictive analytics tools to include forecasts of major weather occurrences in order to drive effective catastrophe response team labor management so techs could be available where and when the customers needed them.
  • The sustainable energy company SunPower has a corporate-wide CX strategy founded on three core elements: Knowing our Customers, Creating a Branded Experience, and Driving Engagement with Customers and Employees. SunPower used a customer-validated journey map to chart emotional responses at each phase of the lifecycle, making sure to represent the stages with cross-functional stakeholders who then determined the ideal outcomes for the customer throughout the journey. To create a branded experience, the company started a Customer First! initiative and formed teams for each top issue. These teams were responsible for designing improvements with the customers in mind. They worked to align the customer experience with the brand promises and mission, “to make solar the most compelling energy choice, to put customers at the heart of all we do, to inspire our people and communities to thrive, and to build a more sustainable future.” SunPower keeps its employees and customers engaged by connecting them to each other and the company at customer council events, where homeowners can interact with each other and the employees and discuss any shortcomings or successes.
  • The Results Companies’ CX functions on an operating model called CX360. This model sets forth a brand promise to continuously innovate and propose customer-centric solutions while providing unique and inspirational experiences. CX360 is founded on three guiding principles – People, Knowledge, and Empowerment. The Results Companies preaches CX360 to its 11,000+ employees who work in 17 locations across the U.S., Philippines, and Latin America. The company attributes its continued success and growth to this distinct operating model.
  • Verint’s CX program combines cross-departmental customer feedback with a dedication to minimizing the amount of effort it takes for both customers and employees to achieve changes based on this feedback. Verint’s success stems from the company’s interactions with customers, who provide an outside-in perspective on Verint’s journey map, which is called the Customer Experience Wheel. This wheel—which the company displayed at its 2015 Annual User Conference—maps the emotional component of the experience across every interaction. It has improved the CX program by highlighting “moments of truth” and helping the company adapt how it monitors Verint’s progress towards customer-centricity. In October of 2015, Verint also hosted an Internal Customer Week during which employees could commend colleagues for delivering exceptional performances in the CX field, and they could commit to delivering outstanding customer service for life.
  • In 2015, Wheaton | Bekins deployed a group of cross-functional employees to redesign their Customer Experience Report (CXR) by adding NPS questions, including more customer touchpoints, and uncovering more actionable data. Analysis of the CXR revealed that, of all the touchpoints, communication impacts customer perceptions of Wheaton | Bekins at least three times more than any other touchpoint. This analysis also showed that 39% of customers heard about the company through previous interactions or referrals, making this group one of the largest segments that the company serves. Wheaton | Bekins took the information from this analysis and integrated it into their Qualitative Journey Map, adjusting each step to include a communications component. The company also used these insights to create a Quality Assurance Process (QAP) to enhance the written and verbal information provided during each phase of the journey. To recognize and incent over 350 agents and 1,000 drivers, Wheaton | Bekins created a Total Quality Commitment award and a driver rating program, and both these systems operate on customer feedback from the CXR and performance data.

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If you enjoyed this report, check out Lessons in CX Excellence, 2015Lessons in CX Excellence, 2014Lessons in CX Excellence, 2013.

The bottom line: There’s a lot to learn from these CX Excellence Finalists.

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

Still A Lot To Learn From Martin Luther King Jr.

MLKWhether or not you celebrate MLK Day (it’s a Temkin Group holiday), today is a great opportunity to reflect on some of Martin Luther King Jr.’s inspiring messages. I find that his words of change, personal accountability, and love hold true across many settings, including how we run our organizations.

This year, I’ve decided to highlight (without any additional commentary) one of his quotes that fits well in The Year of Emotion:

Love is the only force capable of transforming an enemy into friend.

Here’s what I’ve written about MLK in the past:

Last year, I shared four of his quotes that I find to be particularly meaningful:

I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin, but by the content of their character.

Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that.

The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.

The time is always right to do what is right.

In 2014, I shared some of his quotes that discuss empathy with a connection to our four customer experience core competencies and added a question to think about after each quote:

  • Purposeful Leadership: “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” How willing are your leaders to trade-off short-term results for longer gains in customer experience and loyalty?
  • Compelling Brand Values: “There comes a time when one must take a position that is neither safe, nor politic, nor popular, but he must take it because conscience tells him it is right.” Is your brand clear, strong and well understood enough by employees so that it empowers them to do the right thing, even if it means breaking some rules.
  • Employee Engagement: “We may have all come on different ships, but we’re in the same boat now.” Are you focused enough on making sure that employees understand and are committed to the goals and direction of your organization?
  • Customer Connectedness: “Love is the only force capable of transforming an enemy into friend.” Are you treating important customers well enough so that they are more than just satisfied, and become raving fans?

In 2013, I honored the 50th anniversary of Martin Luther King’s “I Have a Dream” speech from August 28, 1963, by sharing a word cloud from the speech.

Screen Shot 2013-08-26 at 11.53.18 AM

The bottom line: We can all learn from MLK.

ROI of Customer Experience (Infographic)

People always ask about the connection between customer experience and business results. Well, here’s some visual evidence of the linkage. In this infographic, we share data from the Temkin Group research report, ROI of Customer Experience 2015.

1601_ROIofCX_Infographic

You can download (and print) this infographic in different forms:

Temkin Group’s 2015 Research: Insights For CX Success

Temkin Group did a lot of research in 2015. In case you missed some of it, I’ve listed last year’s reports below. You can always find all of our research here.

Our 2015 research highlighted leading-edge best practices, uncovered key trends, provided valuable assessment tools, and shared benchmark data. I’m proud of what we accomplished last year!

And now for a little advertisement: Consider a Research & Advisory Subscription to accelerate your CX results in 2016.

1512_2015ResearchThe bottom line: If you liked our 2015 research, stay tuned for 2016!

A Look Back At “The Year Of The Employee”

As we start moving ahead in 2016, The Year of Emotion, I wanted to look back at last year’s theme.

logoIn our listing of customer experience trends for 2015, I labeled 2015 as “The Year of the Employee.” To help accelerate the focus, we created our Engage Employees campaign. I hope that you were able to find ways to focus on your employees last year, and that those efforts continue into the future.

Here is some of the relevant content that we created in 2015:

The bottom line: Employees are critical for customer experience success.

My 10 CX Wishes For You In 2016

Okay, now that we’ve celebrated New Years, it’s time to get moving again. We’ve got a lot of CX work to do in 2016, which we’ve labeled as The Year of Emotion.

As you start down the path of making 2016 a banner year for CX in your organization, I want to share my wishes for you:

  1. May you focus on your customers’ needs, even when internal priorities push them to be ignored.
  2. May you orient your thinking on customers’ journeys, even when the organization cares about individual interactions.
  3. May you design for customers’ emotions, even when success and effort are often the better understood parts of an experience.
  4. May you develop innovative ways to treat customers, even when the status quo seems to be good enough.
  5. May you share customer success stories, even when there are many problems to be fixed.
  6. May you remain committed to driving change, even when it feels like you aren’t making very much progress.
  7. May you help all employees deliver on customer promises, even when some don’t directly interact with end-customers.
  8. May you engage the hearts and minds of employees, even when it’s easier to just send out some communications.
  9. May you maintain a clear sense of purpose, even when you feel too busy to think about anything except the task in front of you.
  10. May you find many reasons to be grateful, even when it seems like things aren’t going your way.

The bottom line: I hope that 2016 is a wonderful, memorable year for you!

 

Happy New Year, Anyway You Say It

Gelukkige nuwejaar, Gëzuar vitin e ri, e glëckliches nëies, aam saiid, shnorhavor nor tari, yeni iliniz mubarek, bonne année, urte berri on, Зновым годам, subho nababarsho, asgwas amegas, mbembe mbu, bonne année, sretna nova godina, bloavezh mat, честита нова година, hnit thit ku mingalar pa, kung hé fat tsoi, bon any nou, xin nian kuai le, pace e salute, sretna nova godina, šťastný nový rok, godt nytår, gelukkig Nieuwjaar, felicxan novan jaron, head uut aastat, gott nýggjár, onnellista uutta vuotta, gelukkig Nieuwjaar, bonne année, lokkich neijier, bon an, feliz aninovo, gilotsavt aral tsels, ein gutes neues Jahr, kali chronia, rogüerohory año nuévo-re, sal mubarak, bònn ané, hauoli makahiki hou, shana tova, nav varsh ki subhkamna, nyob zoo xyoo tshiab, boldog új évet, farsælt komandi ár, selamat tahun baru, ath bhliain faoi mhaise, felice anno nuovo, akemashite omedetô, asseguèsse-ameguèsse, hosa varshada shubhaashayagalu, zhana zhiliniz kutti bolsin, sur sdei chhnam thmei, umwaka mwiza, seh heh bok mani bat uh seyo, sala we ya nû pîroz be, sabai di pi mai, felix sit annus novus, Happy New Year, laimīgu Jauno gadu, feliçe annu nœvu, bonana, laimingų Naujųjų Metų, gelükkig nyjaar, e gudd neit Joër, srekna nova godina, arahaba tratry ny taona, selamat tahun baru, is-sena t-tajba, kia hari te tau hou, shine jiliin bayariin mend hurgeye, wênd na kô-d yuum-songo, godt nytt år, bon annada, sâle no mobârak, szczęśliwego nowego roku, feliz ano novo, bun di bun onn, bangi vasilica baxt, un an nou fericit, С Новым Годом, ia manuia le tausaga fou, nzoni fini ngou, bonu annu nou, bliadhna mhath ur, srećna nova godina, mwaha mwema, goredzwa rakanaka, nain saal joon wadhayoon, suba aluth avuruddak vewa, stastlivy novy rok, srečno novo leto, dobir leto, feliz año nuevo, wan bun nyun yari, mwaka mzuri, gott nytt år, es guets Nöis, manigong bagong taon, ia orana i te matahiti api, iniya puthandu nalVazhthukkal, yaña yıl belän, nuthana samvathsara subhakankshalu, สวัสดีปีใหม่, tashi délek, yeni yiliniz kutlu olsun, Vyľ Aren, Z novym rokom, naya saal mubarik, yangi yilingiz qutlug’ bo’lsin, Chúc Mừng Nǎm Mới, bone annéye, blwyddyn newydd dda, bon lanné, dewenati!!!!

(Source of translations: http://www.freelang.net/expressions/newyear.html)

The bottom line: I hope that you and your family have a happy, healthy, and prosperous 2016!

15 Top CX Posts From 2015

As the year comes to an end, I want to thank everyone who has been reading and sharing this blog. It’s a pleasure and an honor to be a part of your customer experience efforts, and I look forward to helping you drive even more success next year.

Before we move on to 2016, here are the 15 most-read posts from 2015:

  1. Seven Steps for Developing Customer Journey Maps
  2. Report: 2015 Temkin Experience Ratings
  3. Report: Net Promoter Score Benchmark Study, 2015
  4. 8 CX Trends for 2015 (The Year of the Employee)
  5. The Ultimate Customer Experience Infographic, 2015
  6. Don’t Confuse Customer Service With Customer Experience
  7. Free eBook: The 6 Laws Of Customer Experience
  8. 9 Recommendations For Net Promoter Score (NPS)
  9. Five Questions That Drive Customer Journey Thinking
  10. Report: Tech Vendor NPS Benchmark, 2015 (B2B)
  11. What is Customer Experience? (Video)
  12. Report: The Four Customer Experience Core Competencies
  13. Report: ROI of Customer Experience, 2014 (see updated 2015 version)
  14. 10 Customer Experience Factoids from 2014 (Infographic)
  15. Customer Experience Matters (The Video)

The bottom line: Good luck with your 2016 CX efforts!

Report: Make Your VoC Action-Oriented

1512_MakeYourVOCActionOriented_COVERWe published a Temkin Group report, Make Your VoC Action-Oriented. Here’s the executive summary:

Companies recognize that customer feedback and insights are critical for understanding customers, so they often create Voice of the Customer (VoC) programs as one of their first customer experience priorities. While most respondents within large organizations believe that these efforts have been successful, Temkin Group has found that an overwhelming number of VoC programs are still in very early stages of maturity. These immature programs overly focus on collecting feedback and don’t focus enough on driving action based on insights from the feedback. Our research shows that simplification is a key path to VoC maturity. This report identifies five strategies for simplifying VoC programs: Stakeholder Empathy, Tailored Insights, Feedback Rationalization, Loop-Closing, and Customer Journey Alignment. As companies adopt these five strategies, VoC teams must learn new skills and become research generalists, business consultants, compelling communicators, portfolio managers, and value creators.

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Here are the best practices we discuss in the report:

1512_ActionOrientedVoCBestPractices

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Tech Vendor Client Success Ratings

Are tech vendors helpful in making their IT clients successful? To answer that question, we surveyed 800 IT decision makers from North American companies with at least $250 million in annual revenues.

We asked the following question:

How helpful are these IT vendors in making sure that your organization successfully achieves its desired value from the products and services that you have purchased from them?

Responses are on a scale from 1 (not at all helpful) to 7 (extremely helpful).

Temkin Group created the Client Success Ratings (CSR), which is the percentage of respondents who answered 6 or 7. As you can see below, the average CSR is 61%.

1512_ClientSuccessRatings_Overall

Which tech vendors are the best and the worst? We examined client responses for 62 tech vendors and found that IBM software, Intel, IBM SPSS, and IBM outsourcing have the highest CSR. BMC, Deloitte, CSC and Cognizant have the lowest CSR.

1512_ClientSuccessRatings_Allb

You can purchase and download the dataset for $295.BuyDownloadThe dataset includes the detailed client success ratings for the 62 tech vendors listed in the graphic above.

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