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

Temkin Group’s Engage Employees Challenge

logoJoin Temkin Group’s Engage Employee Movement and help raise the bar on employee engagement. We’re giving out $1,000 for innovative ideas, because great CX requires engaged employees.

Report: Activating Middle Managers to Drive CX Change

1505_ActivatingMiddleManagers_COVERWe just published a Temkin Group report, Activating Middle Managers to Drive CX Change. Here’s the executive summary:

It’s hard to get any group of employees to change their behavior when their managers are still reinforcing old processes, measurements, and beliefs. Middle managers show up in organizations under a variety of titles, but regardless of the descriptor, they are the ones who execute plans, lead teams, and direct collective efforts to produce results. Because of the importance of these responsibilities, Temkin Group made “Activating Middle Managers” a key strategy in its change model, Employee-Engaging Transformation. In this report, we examine five categories of best practices for successfully activating middle managers in organizational change efforts: Involve Middle Managers in Shaping the Change, Engage Middle Managers in Goal Setting, Train Middle Managers on Key Skills, Provide Middle Managers Tools to Engage their Teams, and Connect Middle Managers with Customers. In this report, we also describe the critical role that senior leaders must play across all of these strategies.

Download report for $195
BuyDownload3

The report contains details on 21 best practices across five categories:

1506_ActivatingMiddleManagers21BPs

Download report for $195
BuyDownload3

The bottom line: You can’t drive change without activating middle managers.

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, Amazon.com, 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.

1506_TCSR_HighLow

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, 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.

2015TER_HighLow

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.

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.

1505_SliceBAssessment

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.

 

%d bloggers like this: