Temkin Group Research
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2014 Research Reports
2014 Temkin Experience Ratings, March 2014 (FREE)
In our 2014 Temkin Experience Ratings, H.E.B. earned the top spot, followed by Trader Joe’s, Chick-fil-A, and Publix. This cluster of grocers and fast food chains at the top of the list exemplifies the dominance of these two industries in our ratings; they together claim 15 of the top 21 spots. We asked 10,000 U.S. consumers to rate their recent interactions with 268 companies across 19 industries. Consumers evaluated their experiences with these firms across three dimensions: functional, accessible, and emotional. On an industry level, grocery chains, fast food chains, parcel delivery services, retailers, and banks all earned “good” ratings on average, whereas TV service providers, health plans, Internet service providers, and rental car companies received “poor” ratings on average. We also compared individual companies to their industry averages and found that Kaiser Permanente, USAA (insurance), A credit union, Southwest Airlines, and Regions all outperformed their peers by more than 10 percentage points. Meanwhile, DHL, HSBC (credit cards), Chrysler, US Cellular, Coventry Health Care, and HSBC (bank) each fell 15 percentage points or more below their competitors. Between 2013 and 2014, credit card issuers increased their rating the most dramatically, while hotel chains decreased their ratings most steeply. Of all companies, EarthLink, Regions, and Humana improved the most over the past year.
What Happens After a Good or Bad Experience, 2014, February 2014 ($195)
To understand the effect of good and bad experiences, we asked 10,000 U.S. consumers about their recent interactions with 268 companies across 19 industries. Results show that Internet services and TV services are the industries most likely to deliver a bad experience to their customers, while grocery chains are the least likely to. At the company level, Scottrade had the smallest percentage of customers reporting a recent bad experience with the company and Time Warner Cable had the highest. More than half of the customers who encountered a bad experience at a fast food chain, credit card issuer, grocery store, or hotel either decreased their spending with the company or stopped altogether. However, our data shows that a good service recovery effort can help mitigate a bad experience. Unfortunately, many firms—especially in the banking, Internet services, and TV services sectors—aren’t very good at service recovery. In addition to the consequences of bad interactions, we also examined which channels customers use to share their good and bad experiences and how these changed across age groups. We then compared these results to survey responses from the past two years. We also uncovered a negative bias inherent in how customers provide feedback. ING Direct, Residence Inn, and Fairfield Inn have the most negative bias in the feedback they receive directly from customers, while Hy-Vee and Hyundai have the most negative bias on Facebook.
State of the CX Profession, 2014, February 2014 ($195)
To better understand the mindset and roles of CX professionals, we surveyed 293 of them and then compared their responses to similar studies we conducted in 2010, 2011, and 2012. Customer experience flourished in 2013, as this year respondents reported an uptick in positive results from their CX efforts, and an overwhelming number of them (98%) believe that customer experience is a great profession to work in. Nearly nine out of ten respondents are actively working on voice of the customer programs, which is a significant increase from last year. In seven out of the 10 CX activities we examined, levels of active involvement by CX professionals have reached an all-time high. Meanwhile, customer service remains the highest focus for interactions. Respondents expect spending and hiring for CX activities to reach an record high in the coming year. On this year’s survey we included our first compensation study. We examined 131 CX professionals from large organizations and found that their medium compensation (salary plus bonus) ranged from $90,000 for mid-level individual contributors to $260,000 for CX executives.
Introducing Employee-Engaging Transformation, February 2014 ($195)
Organizations have ambitious goals for improving their customer experience (CX). But CX change isn’t easy; it requires significant transformation across almost every aspect of operations. Therefore, given the effort required, it’s no surprise that Temkin Group research shows that less than half of large organizations rate their CX improvement efforts as effective. Our research into how large organizations successfully change uncovered a core insight: CX change must be focused on changing the way employees do their every-day jobs. We have developed an approach to CX change that we call Employee-Engaging Transformation (EET), which we define as, “Aligning employee attitudes and behaviors with the organization’s desire to change.” There are five practices required to succeed at EET: Vision Translation, Persistent Leadership, Activated Middle Management, Grassroots Mobilization, and Captivating Communications. This research shares examples of these practices in action from over a dozen large organizations, including Adobe, MetLife, Oklahoma City Thunder, Oracle, Prime Therapeutics, and Rackspace. To assess your own organization’s effectiveness in these five practices, use Temkin Group’s Employee-Engaging Transformation Assessment.
Benchmarking Your CX Organization, January 2014 ($195)
In a recent report, we introduced an assessment for CX organizations that examines three characteristics: Make-up of CX Core Team, Executive Commitment to CX, and Organizational Readiness for Change. To understand how companies stack up, we had 115 large companies complete the assessment. The results show that 41% of CX organizations are strong or very strong. Companies are weakest in Organizational Readiness for Change, which includes the lowest scoring individual criteria: Key stakeholders are actively involved in CX efforts. This report includes data charts to help you identify your percentile scores for the overall results as well as for each of the three characteristics.
Data Snapshot: CX Expectations and Plans for 2014, January 2014 ($195)
In the fourth quarter of 2013, Temkin Group surveyed 152 respondents from companies with $500 million or more in annual revenues about their customer experience results in the past year and their plans for 2014 and beyond. The results from that survey are compared with results of a similar survey we completed in the same timeframe in 2010, 2011, and 2012. The results highlight a resurgent dedication to customer experience and an increase in customer experience management activities and efforts in 2014.
Lessons in CX Excellence, 2014, January 2014 ($195)
The following 11 organizations are finalists in Temkin Group’s 2013 Customer Experience Excellence Awards: Adobe, AIG Asia Pacific, Cisco, Cox Communications, EMC, Findel Education Resources, Fiserv, Intuit ProTax Group, Oracle, Rackspace, and UMB Bank. This report highlights their customer experience efforts and describes their best practices across the four customer experience competencies: purposeful leadership, compelling brand values, employee engagement, and customer connectedness. Additionally, this report includes an appendix with the finalists’ detailed nomination forms to help you gather ideas and examples to improve your own CX efforts.
2013 Research Reports
The State of CX Metrics, 2013, December 2013 ($195)
Companies with stronger CX metrics programs are more likely to be customer experience leaders. We asked over 170 large companies about their use of customer experience (CX) metrics and compared their answers with similar studies from 2011 and 2012. We found that although companies view CX metrics as important, only 12% of respondents received at least “good” ratings in Temkin Group’s assessment. Our self-test examines four areas: consistency (does the company use common CX metrics across the organization?), impact (do the CX metrics inform important decisions?), integration (are trade-offs made between CX and financial metrics?), and continuity (do leaders regularly examine the CX metrics?). The analysis shows that while interaction-satisfaction and likelihood-to-recommend metrics are on the rise, companies do a particularly poor job of measuring non-customers (non-buyers and defectors), the emotional response of customers, and mobile and cross-channel interactions. Customer service remains the best-measured portion of the lifecycle, and it has consistently improved over all three years. Companies rate themselves the lowest in making trade-offs between CX and financial metrics, but this area has still improved since last year. Our research also uncovered that more than eight out of ten NPS users report positive results. Ultimately, to fully measure customer experience, companies need to develop measurements that link behaviors, attitudes, perceptions, and interactions.
Blueprint for a Successful CX Organization, November 2013 ($195)
Organizations need both formal and informal structures to drive change and improve customer experience (CX). In this report, we begin by identifying the five elements of a customer experience management group operating inside an organization: a CX core team, a reporting executive, a steering committee, a working group, and CX ambassadors. We describe how five organizations—Arizona Public Service, British Columbia Lottery Corporation, Cornerstone OnDemand, Hagerty, and Safeco Insurance—combine these essential elements to create effective CX management groups. Our research also found that CX groups come in all shapes and sizes, and that the needs of these structures vary according to the maturity level of a company’s CX efforts. Across all different structures, the success of a CX organization is based on three characteristics: make-up of the CX core team, executive commitment to CX, and organizational readiness for CX. To evaluate your CX organization against these characteristics, use Temkin Group’s CX Organization Assessment.
Net Promoter Score Benchmark Study, 2013, November 2013 ($395)
We measured the Net Promoter Score for 269 companies across 19 industries. USAA took the top three spots with NPS of 60 or more for its credit card, banking, and insurance businesses. At the other end of the list, HSBC earned the two lowest scores, with NPS below -20 for its banking and credit card units. Auto dealers (38) and groceries (30) have the highest average NPS, while TV service providers, Internet service providers, and health plans are below 10. In 18 of the 19 industries, consumers who are under 25 represent the lowest (or tied for lowest) NPS scores. Compared with detractors, promoters are more likely to want lower prices and less likely to want customer service improvements. To help you implement a successful NPS program, we’ve included eight tips, such as don’t believe in an “ultimate question” and use control charts, not pinpointed goals. The industries included in this report are airlines, auto dealers, banks, computer makers, credit card issuers, fast food chains, grocery chains, health plans, hotel chains, insurance carriers, Internet service providers, investment firms, major appliance makers, parcel delivery services, rental car agencies, retailers, software firms, TV service providers, and wireless carriers.
Best and Worst of Online Gift Card Purchasing Experiences, November 2013 ($195)
Gift cards are an important component of a retailer’s offering, but how effectively do their websites support the sale of these items? To evaluate the user-friendliness of the online gift card purchasing process, we used Temkin Group’s SLICE-B experience review methodology to asses the user experience at eight large retailers: CVS, Walgreens, Target, Walmart, Barnes & Noble, Amazon, Starbucks, and Dunkin’ Donuts. Walmart earned the top score for its exceptional functionality, while the user could not complete the purchasing goal at either Target or Walgreens. The positive and negative elements of the experience varied across companies, but many failed to provide a printable order summary, a recognizable starting point, or a confirmation that the gift card had been received.
State of Voice of the Customer Programs, 2013, October 2013 ($195)
For the third year, Temkin Group benchmarked the voice of customer (VoC) programs within large organizations. These efforts continue to deliver successful results as companies have increased staffing and plan to spend more in areas such as customer insight and action platforms and text mining. We also found that executives are taking a more active role in VoC programs. When it comes to sources of insight, the use of mobile feedback has more than doubled since last year. Looking ahead, companies plan to focus less on multiple-choice surveys and more on interaction history and predictive analytics. Respondents also completed Temkin Group’s VoC Competency and Maturity Assessment, which examines capabilities across what we call the 6 Ds: Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. While only twenty percent of companies have reached the two highest levels of VoC maturity, this level represents a significant increase from last year. When we compared high scoring VoC programs with others, we found that they spend more on analytics, use more data sources, and employ more full time employees.
During Q1, 802 IT professionals from companies with at least $500 million in annual revenues rated both the products of and their relationships with 54 tech vendors. Some of the findings include: VMware leads in six of the eight satisfaction categories—product quality, product flexibility, technical support, account team support, cost of ownership, and innovation—while Microsoft servers and IBM SPSS score highest in product features, and Apple and Microsoft desktop software lead in ease of use. Deloitte Consulting on the other hand scores last in every satisfaction category except ease of use, which Computer Sciences Corporation IT services received bottom marks in.
Best Practices for Actively Listening to Employees, August 2013 ($195)
Employees are a valuable asset, not only for what they do but also for what they know. Unfortunately, companies regularly underuse or outright ignore their insights. To understand what it takes to tap into employee knowledge, we researched best practices in employee listening. Our analysis uncovered four key areas of listening: employee satisfaction and engagement, customer experience engagement, customer experience improvement, and employee experience improvement. This report outlines case studies from five companies with robust employee listening programs: Adobe, Fidelity, Microsoft, TELUS, and USAA. These firms shared many strong practices, from structured listening programs—like Adobe’s annual employee engagement survey and USAA’s pulse polls—to interactive and adaptive efforts like TELUS’s Habitat Social online platform, Fidelity’s Voice of Customer Ambassador program, and Microsoft’s Last Mile Excellence process. We recommend implementing an employee listening blueprint that includes annual surveys, pulse surveys, and online forums.
State of Employee Engagement Activities, 2013, July 2013 ($195)
Only 25 percent of employees at large organizations are highly engaged. To understand what efforts are underway to improve employee engagement, we surveyed 221 CX professionals from large organizations. While most firms measure employee engagement, less than half place a high priority on taking action based on employee feedback. A lack of a clear employee engagement strategy and the narrow reach of employee engagement activities contribute to less than one in four organizations earning strong or very strong scores on Temkin Group’s employee engagement competency assessment. When we compared companies with stronger employee experience scores to the other companies, we found that these leading firms have better financial and customer experience results. They also have more coordinated employee engagement efforts, more involvement by the CX team in these efforts, and are five times more likely to place a high priority on taking action on employee feedback.
2013 Temkin Experience Ratings of Tech Vendors, July 2013 ($495)
The 2013 Temkin Experience Ratings for Tech Vendors rates 54 large IT suppliers. We surveyed 800 IT professionals from large companies on the functional, accessible, and emotional components of their experiences with the IT providers. VMware, SAP analytics, and Microsoft (for servers, business applications, and desktop software) were at the top of the list with “excellent” ratings. At the other end of the spectrum, Hitachi, Tata, and Trend Micro were at the bottom of the list with “very poor” ratings. Our research also shows that the Temkin Experience Ratings are highly correlated with purchase momentum and innovation equity for these 54 firms. We show that Oracle outsourcing, VMware, NetApp, and SAP analytics have the most purchase momentum while Pitney Bowes, Trend Micro, and Deloitte consulting have the least. When it comes to innovation equity (the willingness of customers to try new offerings), VMware, SAP analytics, IBM SPSS, and Apple are at the top of the list and Accenture consulting, Intuit, and Deloitte consulting are at the bottom.
Tech Vendor NPS Benchmark, 2013, May 2013 ($495)
We surveyed IT decision makers from more than 800 large North American firms to understand how they view their tech vendors. One of the questions we asked provides Net Promoter Scores® (NPS®) for 54 of those companies. VMWare and SAP analytics earned the highest NPS while CSC IT services and Infosys IT services earned the lowest. The overall industry average NPS dropped nine points from last year. Our analysis also examined the link between NPS and loyalty, finding that compared with detractors, promoters are more than six times as likely to forgive a tech vendor if they deliver a bad experience, almost six times as likely to try a new offering from the vendor, and more than three times as likely to purchase more from them this year. When examining the loyalty levels for each vendor, we found that Oracle consulting and VMWare clients have the strongest purchase intentions, SAP analytics and Sybase have earned the most forgiveness, and VMWare and SAP analytics have the most innovation equity.
The Economics of Net Promoter, May 2013 ($295)
Net Promoter Score (NPS) is a popular metric, but how does it relate to loyalty? We analyzed responses from thousands of consumers and examined the connection between NPS and three areas of loyalty: likelihood to repurchase, likelihood to forgive, and the actual number of times they recommend a company. Compared to detractors, promoters are almost six times as likely to forgive, are more than five times as likely to repurchase, and are more than twice as likely as detractors to actually recommend a company. Examining the data, we also found that consumers who gave a score between 0 and 4 have particularly low levels of loyalty. The analysis examines 19 industries: airlines, appliance makers, auto dealers, banks, car rental agencies, computer makers, credit card issuers, fast food chains, grocery chains, health plans, hotel chains, insurance carriers, Internet service providers, investment firms, parcel delivery services, retailers, software firms, TV service providers, and wireless carriers. Promoters who are likely to repurchase range from 87% for grocery chains to 73% for TV service providers, those who are likely to forgive range from 72% for rental car agencies to 59% for TV service providers, and those who actually recommended a company range from 80% for retailers to 47% for parcel delivery services.
The State of Customer Experience Management, 2013, May 2013 ($195)
We surveyed more than 200 large companies and found an abundance of Customer Experience (CX) ambition and activity. Most companies have a CX executive leading the charge, significant CX activities being coordinated by a central team, and a staff of six to 10 full-time CX professionals. Using Temkin Group’s CX competency assessment, we found that only six percent of companies have reached the highest two levels of customer experience maturity as firms struggle the most to master Employee Engagement and Compelling Brand Values. When compared with CX Laggards, CX Leaders have stronger financial results, more CX ambition, more CX leadership, and they are more successful with their employee engagement efforts. Executives in companies with stronger CX competencies also focus more on delighting customers and less on cutting costs.
Employee Engagement Case Studies: Five I’s in Practice, May 2013 ($195)
Engaged employees create engaged customers, kicking off what Temkin Group describes as a virtuous cycle. More and more organizations are paying attention to the connection between employee engagement and customer experience through a variety of efforts spanning five areas that we call that Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve and Incent. We’ve compiled case studies of three organizations that are engaging employees and driving results: BMO Financial, Hampton brand, and Safelite AutoGlass.
Best Practices in B2B Customer Experience. April 2013 ($195)
Customer experience is gaining more attention within business-to-business (B2B) organizations. Rightfully so—customer experience drives loyalty with business customers. At the same time, clients and prospects, who increasingly compare business interactions with their personal consumer experiences, are raising the expectations of B2B relationships. While our research has shown that most B2Bs are still mastering the basics, our interviews with 28 companies uncovered best practices for building a more client-oriented mindset through closed-loop voice of the customer programs, customer journey maps, and virtual client advisory boards. Using the customer insights they collect, forward-thinking B2B organizations are becoming more client-centric in how they develop new business, create account plans, and proactively provide support (or intervene when service breakdowns occur). To sustain superior customer experience, B2B firms must master four competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.
Social Media Benchmark, 2013. April 2013 ($195)
In January 2013 we surveyed 10,000 U.S. consumers about their social media use patterns and compared the results to data that we collected in January 2012. This analysis examines the use of Facebook, LinkedIn, Twitter, Google+, and third-party rating sites. This report also examines how the data varies by type of mobile phone and identifies consumers’ preferred communication channels. The analysis breaks down the data by age group.
Media Use Benchmark, 2013. March 2013 ($195)
In January 2013 we surveyed 10,000 U.S. consumers about their media use patterns and compared the results to data that we collected in January 2012. The analysis examines internet usage (at home and at work), reading of books and news (online and offline), TV watching, radio listening, and mobile activity. The data snapshot breaks down the data by age, ethnicity, income, and geographic region.
2013 Temkin Experience Ratings. February 2013 ($195)
We published the 2013 Temkin Experience Ratings. The report analyzes feedback from 10,000 U.S. consumers to rate 246 organizations across 19 industries. Congratulations to the top firms in this year’s ratings: Publix, Trader Joe’s, Aldi, Chick-fil-A, Amazon.com, and Sam’s Club.
CX Plans and Expectations for 2013. February 2013 ($195)
In the fourth quarter of 2012, Temkin Group surveyed 178 respondents from companies with $500 million or more in annual revenues about their customer experience results in the past year and their plans for 2013 and beyond. The results from that survey are compared with results of a similar survey we completed in the same timeframe in 2010 and 2011. The results highlight a continued strong ambition and commitment to customer experience and an increase in customer experience management activities in 2013.
The State of the CX Profession, 2013. February 2013 ($195)
We surveyed 283 customer experience professionals and compared their answers to our data from last year. The vast majority of respondents believe that CX is a great profession to be in, and most remain satisfied with their individual roles. As a result, fewer of them plan to look for a new job this year. Most respondents believe that their efforts have had a positive impact and say that their organization expects to increase CX spending and headcount in 2013. The top areas of focus for interactions are web experience and mobile experience while CX measurements and metrics customer insights, and customer-centric culture are the CX efforts that are gaining the most momentum. We examined the difference in responses between CX professionals at larger and smaller companies and found that large companies are more interested in cross-channel interactions and text analytics. We also compared responses from executives and non-executives which shows that executives see more importance in culture, and that non-executives are more likely to look for new job.
Employee Engagement Benchmark Study, 2013. January 2013 ($195)
Using the Temkin Employee Engagement Index, we analyzed employee engagement across more than 2,400 U.S. employees. Employee engagement has increased over last year. Companies that outperform their peers in financial performance and customer experience have considerably more engaged workforces. Why does that matter? Because highly engaged employees try harder, recommend the company, help others, and take less sick time. It turns out that services industries have the most engaged employees while the retail sector has the fewest. We also found that highly engaged employees tend to be: front-line employees, high-income earners, male, African-American, and happy. Since engaged employees are such a valuable asset, we recommend that companies focus on this area using our Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.
The Four Customer Experience Core Competencies. January 2013 (FREE)
Research shows that customer experience is highly correlated with loyalty. While any company can improve portions of its customer experience, it takes more than a few superficial changes to create lasting differentiation. Organizations that want to become customer experience leaders need to master four customer experience competencies: Purposeful Leadership, Employee Engagement, Compelling Brand Values, and Customer Connectedness. To gauge your progress, actively use Temkin Group’s Customer Experience Competency and Maturity Assessment. This assessment will identify areas of strength and weakness in your CX efforts as well as identify your progress along six stages of CX maturity: Ignore Explore, Mobilize, Operationalize, Align, and Embed.
Lessons in CX Excellence. January 2013 ($195)
The following 11 organizations are finalists in Temkin Group’s 2012 Customer Experience Excellence Awards: Blue Cross Blue Shield of Michigan, Bombardier Aerospace, Citrix, EMC, Fidelity Investments, JetBlue Airways, Microsoft, Oklahoma City Thunder, Oracle, Safelite AutoGlass, and Sovereign Assurance NZ. This document provides highlights of their customer experience efforts and best practices across the four customer experience competencies: Purposeful leadership, compelling brand values, employee engagement, and customer connectedness. The 127 page report also includes the finalists’ detailed nomination forms.
2013 Temkin Ratings Datasets
Dataset: 2013 Temkin Experience Ratings ($395)
Excel dataset with Temkin Experience Ratings of 246 U.S. companies across 19 industries.
Dataset: 2013 Temkin Forgiveness Ratings ($295)
Excel dataset with Temkin Experience Ratings of 246 U.S. companies across 19 industries.
Dataset: 2013 Temkin Trust Ratings ($295)
Excel dataset with Temkin Experience Ratings of 246 U.S. companies across 19 industries.
Dataset: 2013 Temkin Web Experience Ratings ($295)
Excel dataset with Temkin Experience Ratings of 211 U.S. companies across 19 industries.
Dataset: 2013 Temkin Customer Service Ratings ($295)
Excel dataset with Temkin Experience Ratings of 235 U.S. companies across 19 industries.
2012 Research Reports
What Happens After A Good or Bad Experience? December 2012 ($195)
We asked 5,000 U.S. consumers about their experiences with 179 companies across 19 industries. More than 60% who had a bad experience with a fast food chain, credit card issuer, rental car agency, or hotel cut back on their spending, and many stopped completely. But service recovery helps. For every level of improvement in how they responded to a bad experience, companies were rewarded with more sales. Unfortunately, firms aren’t very good at service recovery, especially banks and credit card issuers. TV service providers delivered the greatest number of bad experiences while grocery chains had the fewest. At a company level, ING Direct and Holiday Inn had the lowest number of bad experiences, while QVC and Best Buy had the highest. We also examined how consumers share their good and bad experiences, across age groups and income levels, and compared results from last year. This analysis uncovered a negative bias in how consumers give feedback. Motel 6, ING Direct, Albertsons, and RadioShack have the most negative bias in the feedback they get directly from customers; Cox Communications and Symantec have the most negative bias in feedback on Facebook; and Verizon and GE face the most negative bias on Twitter.
The State of CX Metrics, 2012 December 2012 ($195)
Companies with stronger CX metrics programs are more likely to be customer experience leaders and to outperform the business results of their competitors. We asked over 200 large companies about their use of customer experience (CX) metrics and found that while these efforts are seen as important, only 11% of respondents received “good” ratings. Temkin Group’s assessment of CX metrics examines four areas: consistent (does the company use common CX metrics across the organization), impactful (do important decisions consider the CX metrics), integrated (are trade-offs made between CX and financial metrics), and continuous (do leaders regularly examine the CX metrics). Unfortunately, companies have not shown an improvement in our assessment since last year. The research also shows that the likelihood to recommend and ease of doing business metrics are on the rise, but companies do a particularly poor job of measuring non-customers (non-buyers and defectors), emotional response of customers, and mobile and cross-channel interactions. To fully measure customer experience, companies need to develop measurements that link behaviors, attitudes, perceptions, and interactions.
The Five I’s of Employee Engagement November 2012 ($195)
Despite the compelling upside to employee engagement, many companies neglect this key area, leaving employees much less than fully engaged. Our research uncovered 25 best practices across what we call the Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent. Among these practices are Symantec’s Customer First News, an online customer experience update “broadcast” for employees, Sprint’s “day in the life of the frontline” experience bringing senior leaders together with call center and retail employees in their locations, Disney Store’s e-learning modules that develop both retail and entertainment skills in cast members, Fidelity Investments’ Voice of the Customer Ambassador program, and BKD’s Hi5 peer recognition campaign. CX professionals cannot drive employee engagement on their own; it requires support from across the organization. We’ve identified some areas for CX to start collaborating with HR.
What Influences Consumer Purchases? October 2012 ($195)
This data snapshot shows that social media has gained ground since last year, but is still not a top influencer. We surveyed 10,000 U.S. consumers to find out what information sources they use to purchase autos, cell phones, computers, credit cards, health plans, insurance policies, and televisions. The analysis looks at sources such as Facebook and Twitter, discussions with friends and employees, discussions with company employees, and information on various websites. Our analysis examines differences across age groups and analyzes changes over the last year.
Net Promoter Score Benchmark Study, 2012, October 2012 ($295)
We measured the Net Promoter Score (NPS) for 175 companies across 19 industries. USAA took the top two spots for its banking and insurance businesses while HSBC came in at the bottom for banking and credit cards. Our analysis of differences across consumer demographic segments showed that NPS tends to go up with age, doesn’t vary much by income levels, and is often highest with Asians. We also asked consumers what would make them more likely to recommend the companies and found that promoters are more likely to select lower prices and detractors are more likely to select better customer service. While there is some debate about the efficacy of NPS, our analysis shows that promoters are much more likely than detractors to purchase more in the future across all industries. To help you implement a successful NPS program, we’ve included eight tips such as don’t believe in an “ultimate question” and use control charts, not pinpointed goals. The industries included in this report are airlines, auto dealers, banks, computer makers, credit card issuers, fast food chains, grocery chains, health plans, hotel chains, insurance carriers, Internet service providers, investment firms, major appliance makers, parcel delivery services, rental car agencies, retailers, software firms, TV service providers, and wireless carriers.
CX Needs More HR Focus on Employee Engagement, September 2012 ($195)
Employee engagement is a critical component of customer experience (CX). But how effectively are human resource (HR) departments supporting these efforts? To help answer this question, we surveyed 302 HR professionals from large companies. Most HR professionals understand the importance of creating a customer-centric culture, but only 15% of them are significantly helping in those efforts and only 12% of HR orgs earned good or very good scores on Temkin Group’s assessment of HR support for CX. When we compared companies that are delivering outstanding customer experience compared to the rest of their industry, we found that that these CX Leaders have much stronger business results, higher levels of employee engagement, and much stronger support for CX and employee engagement from their HR organizations.
Prepare for Next Generation Voice of the Customer Programs, August 2012 ($195)
Most voice of the customer (VoC) programs are underachieving, being weighed down by historical practices. The next wave of VoC programs will be based on more action-orientation, unstructured data sources, integration, and predictive modeling. We surveyed more than 200 large companies about their voice of the customer programs and compared the results from last year’s research. The typical VoC program has three to five full-time employees and does not measure the ROI of these efforts. Shifts in VoC programs include more use of text mining, predictive analytics, social media, customer interaction history, and mobile feedback while relying less on multiple-choice surveys. We examined six areas of competency for VoC programs: Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. While companies have made the largest improvement in their Detect skills, this remains one of the lowest scoring areas. Using our VoC maturity model, we found that only 16% of companies have reached the two highest levels of maturity—Collaborators and Transformers—while 46% remain in the two lowest levels, Novices and Collectors. We also found that high-performing companies have more VoC employees, act more on feedback, and use more analytics. The report includes a self-assessment and data for benchmarking a company’s VoC competencies and maturity level. As VoC programs mature, companies will increasingly need to invest in Customer Insight and Action platforms.
The Future of Customer Experience. August 2012 ($195)
Companies are increasing their focus on customer experience (CX) as they discover its link to loyalty and overall business results. This growing discipline around CX management is creating different stages of evolution. We’ve passed through the initial phases of CX Intrigue and CX Exuberance and have entered into the era of CX Professionalism. As firms build more CX capabilities, they evolve through six stages of CX maturity: Ignore, Explore, Mobilize, Operationalize, Align, and Embed. Over the next few years, companies will need to adopt a new set of CX skills that include journey-centric alignment, mobile-infused experiences, and predictive personalization.
Data Snapshot: How Consumers Give Feedback, 2012. June 2012 ($195)
Many companies rely in part on “word of mouth” to help publicize their brands and their offerings. This Data Snapshot explores forms of “word of mouth.” Using an online survey, we gathered responses from 10,000 U.S. consumers regarding their behavior after a recent good or bad experience with a company. We’ve analyzed the data across channels, including social media, customer review websites, and company feedback channels, and compared responses among age groups and across gender.
The State of CX Management, 2012. May 2012 ($195)
The report examines where large companies are on their CX journeys based on a survey of 255 companies. Here is the executive summary: We surveyed more than 200 large companies and found an abundance of Customer Experience (CX) ambition and activity. Most companies have a CX executive leading the charge, significant CX activities being coordinated by a central team, and a staff of six to eight full-time CX professionals. Using Temkin Group’s CX competency assessment, we found that only seven percent of companies are truly customer-centric as firms struggle the most to master Employee Engagement and Compelling Brand Values. When compared with CX Laggards, CX Leaders have more ambition, more CX leadership, are better at using VoC programs and NPS, and they focus more on employees and less on cutting costs. Comparing results over the previous three years we found more analysis of email and chat conversations, improvements in VoC governance, and a wider gap between companies that are good at CX versus those that are not.
Data Snapshot: Communications and Media Benchmark. April 2012 ($195)
This report examines the media consumption and communications patterns of 10,000 U.S. consumers.it contains 23 data charts that cover topics such as the hours per day consumers spend on TV, radio, and the Internet, their use of social media sites Facebook, Twitter, and LinkedIn, their use of mobile websites and mobile apps, and their preferred ways to contact friends. This data snapshot also examines the differences in these media and communications patterns across age groups of consumers.
The ROI of Customer Experience. March 2012 ($195)
An analysis of US and UK consumers shows that customer experience is highly correlated to loyalty. Customer experience leaders have more than a 16 percentage point advantage over customer experience laggards in consumers’ willingness to buy more, their reluctance to switch business away, and their likelihood to recommend. A modest increase in customer experience can result in a gain over three years of up to $382 million for US companies and up to £263 million for UK firms, depending on the industry. While the case for loyalty is compelling, companies should determine the business impact that customer experience has on their specific business by following our five step process. To achieve these results, however, companies must create customer experience metrics programs that embed these measurments into how they run their business.
2012 Temkin Loyalty Ratings. March 2012 ($195)
Sam’s Club, Aldi, and USAA earned the top spots in the 2012 Temkin Loyalty Ratings while Citigroup (banking and credit cards) and Charter Communications (TV service and Internet service) each show up twice in the bottom four. We asked 10,000 U.S. consumers to rate their loyalty to companies across three dimensions: likely to recommend, reluctant to switch, and willing to repurchase. Their responses allowed us to rate the loyalty of customers to 206 companies across 18 industries. One-quarter of companies have “strong” or “very strong” ratings while 50% have “weak” or “very weak” ratings. At an industry level, grocery chains and retailers have the most loyal customers while internet service providers and TV service providers have the least loyal customers. USAA has the most loyal customers across three industries, banking, insurance, and credit cards. When comparing the results from the 2011 and 2012 Temkin Loyalty Ratings, we find that PNC and USAA improved the most and Kohl’s and Hyatt declined the most.
During January 2012, 800 IT professionals from companies with at least $500 million in annual revenues rated the products of and their relationships with 60 tech vendors. Some of the findings include: Intel dominates in product flexibility, Cisco leads in product features, Compuware’s product features are severely lacking, Google has a big lead in cost of ownership, Intel dominates in product flexibility, Apple leads in innovation, and Wipro is far behind in technical support.
Data Snapshot: Customer Experience Expectations and Plans For 2012. February 2012 ($195)
In November and December of 2011, Temkin Group surveyed 210 respondents from companies with $500 million or more in annual revenues about their customer experience results in 2011 and their plans for 2012 and beyond. The results from that survey are compared with results to a similar survey we completed in the same timeframe in 2010. The results highlight a continued strong ambition and commitment to customer experience and an increase in customer experience management activities in 2012.
Data Snapshot: Consumer Channel Preferences. February 2012 ($195)
As part of Temkin Group’s Q4 2011 Consumer Benchmark Survey, we asked 5,000 U.S. consumers about their contact preferences regarding 11 common interactions such as updating one’s address or resolving technical problems with electronics. This data snapshot looks at how many consumers prefer to contact companies by phone, self-service, online chat, or by visiting a brick-and-mortar store. The data also compare differences across seven age groups of consumers.
2012 Temkin Experience Ratings. February 2012 (FREE)
Sam’s Club and Publix earned the top two spots in the 2012 Temkin Experience Rankings, with three fast food chains rounding out the top five. We asked 10,000 U.S. consumers to rate their recent interactions with companies across three dimensions of their experience: functional, accessible, and emotional. Their responses allowed us to rate 206 companies across 18 industries. Only 28% of those companies received at least a “good” rating. Grocery chains earned the highest average scores and health plans dominated the bottom of the ratings. Kaiser Permanente and credit unions most outperformed their industries while DHL and RadioShack fell the farthest behind their peers. None of the companies earned an “excellent” rating for the emotional component, while Charter Communications and Earthlink lead 10 companies falling below the “very poor” threshold in that area. Compared with last year’s ratings, most industries improved, led by a 5.3 point average increase by insurance carriers. When it comes to changes over the past year by individual firms, PNC and Lenovo improved the most while Regions Bank had the sharpest decline.
The State of the Customer Experience Profession, 2012. February 2012 ($195)
We surveyed 327 customer experience (CX) professionals and compared their responses to a survey from last year. It turns out that CX professionals are happy with their profession and remain satisfied with their jobs. A larger percentage of CX professionals think that their management team is committed to CX. The largest area of focus for these professionals is customer service and voice of the customer programs. Eighty percent of respondents think that CX will be even more important for their firm this year, although that’s slightly down from last year. We also compared responses between CX executives and other CX professionals. The executives feel more appreciated, are less likely to look for a new job, and see more changes coming in the future.
2012 Temkin Experience Ratings of Tech Vendors January 2012 ($295)
To understand the customer experience delivered by IT vendors, we surveyed 800 IT professionals from large companies. Using their feedback on the functional, accessible, and emotional components of experiences with vendors, we created the 2012 Temkin Experience Ratings for Tech Vendors which rates 60 large IT suppliers by their customers. Microsoft business applications, Cisco, IBM SPSS, and Microsoft servers were at the top of the list with “excellent” ratings. At the other end of the spectrum, Compuware, Capgemini, and Fujitsu were at the bottom of nine companies with “very poor” ratings. Our research also looked at the 2012 purchase plans for these IT buyers. When we chart the Temkin Experience Ratings for Tech Vendors with the purchase momentum for these 60 firms, it shows the clear connection between customer experience and revenues.
Employee Engagement Benchmark Study January 2012 ($195)
Employee engagement is one of the four customer experience core competencies and it’s the one that companies tend to struggle with the most. To examine this critical area, we surveyed more than 2,400 U.S. employees. Here are some highlights of the findings: only 40% of employees are fully committed to helping their companies succeed, 54% will do something good for the company even if it’s not expected, and 26% are likely to look for a new job within six months. We also introduced the Temkin Employee Engagement Index (TEEI) based on how employees feel about three areas: understanding the company mission, feeling that their feedback is valued, and having the required training and tools. Using the TEEI, we found that only 31% of employees are highly engaged. These highly engaged employees are a real asset; they’re 5.8 times more committed to helping their companies succeed and 4.7 times more likely to recommend that someone apply for a job at their company. It turns out that companies with good customer experience have 2.5 times more engaged employees than companies with poor customer experience.
Data Snapshot: Social Media And Mobile Adoption January 2012 ($195)
As part of Temkin Group’s Q4 2011 Consumer Benchmark Survey, we asked 5,000 U.S. consumers about their social media and mobile activities. This data snapshot looks at how many consumers perform activities such as update their status on Facebook, send a tweet, read an online product review, or invite someone to join their LinkedIn network. The data also shows how frequently they do these activities and the differences across seven age groups of consumers.
2012 Temkin Experience Ratings UK January 2012 (FREE)
John Lewis and Waitrose tied for first in the 2012 Temkin Experience Rankings UK, with several other grocery stores and Amazon.com rounding out the top ten. We asked 3,000 British consumers to rate their recent interactions with companies across three dimensions of their experience: functional, accessible, and emotional. These data allowed us to rate 66 companies across seven industries. Only two of those companies received an “excellent” rating, while 26% fell in the “good” category. The results show that retailers and grocery stores deliver the best experience while personal computer manufacturers and insurance companies provide the worst.
Data Snapshot: Who Prefers Service Over Price? January 2012 (FREE)
We asked 5,000 U.S. consumers whether they would prefer low prices or good service when doing business with 14 types of companies. It turns out that consumers prefer low prices in every industry except for banks and computers. Our analysis looked at differences across age, income, ethnic, and educational levels of consumers. Some of our findings: life insurance is the most age-dependent, low income leads to price preference, blacks have the most preference for good service, and higher education leads to a preference for service.
2011 Research Reports
State of CX Metrics, 2011, November 2011 ($195)
Companies know that it’s important to use customer experience (CX) metrics and many are already getting value from those efforts. To understand what companies are doing in this area, we surveyed more than 200 large organizations. Companies use a wide range of different metrics with varied results. They track customer service, satisfaction, and phone experiences fairly well. On the other hand, they’re not very effective at measuring customers across the lifecycle, the emotional response of customers, or cross-channel interactions. When it comes to how they run their businesses, companies haven’t integrated CX metrics into their decision making or operational processes. In only 41% of firms, for instance, do execs look at CX metrics more frequently than once per quarter. Using Temkin Group’s four-question assessment, we found that only 10% of firms have good CX metrics programs, and they deliver better customer experience.
Innovation Equity Quotient, November 2011 ($195)
Companies focus on innovating new products and services, but how willing are consumers to accept these offerings? The Innovation Equity Quotient measures the readiness of consumers to try something new from a company. Led by Hershey and Kraft Foods, six consumer packaged goods (CPG) firms came out at the top of the ratings. In some head-to-head comparisons, Google leads technology companies, Coke beats Pepsi, and Walgreen’s beats CVS. We also examined the data across age, income, gender, and ethnic groups. Income levels appear to have the least impact on the Innovation Equity Quotient, but there were considerable gaps in the other areas. Nintendo and Google have the largest age gaps, Revlon and L’Oreal have the largest gender gaps, Apple has the largest income gap, and Nike has the largest ethnicity gap.
2011 Temkin Trust Ratings, October 2011 ($195)
We asked 6,000 U.S. consumers how much they trust different companies. The data allowed us to rate 143 companies across 12 industries. USAA and Amazon.com earned the top spots in the 2011 Temkin Trust Ratings while Comcast and Charter Communications dominate the bottom of the list. Only eight companies earned a “very strong” rating. Retailers, investment firms, and hotel chains have the highest average rating, while Internet service provider and TV service providers have the lowest.
The State Of Voice Of The Customer Programs, 2011, September 2011 ($195)
Voice of the customer (VoC) programs are a popular customer experience management tool. We surveyed 192 large companies about their VoC programs and found that most of these efforts are successful. Typical programs employ three to five full-time employees and are not yet using social media or mobile channels. The respondents completed Temkin Group’s VoC Maturity Assessment, which gauges the effectiveness of these programs in six areas: Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. The results show that only 2% of companies have reached the highest level of maturity. We recommend that companies use the assessment tool and data included in the report to benchmark their own maturity level and identify areas for improvement.
2011 Temkin Customer Service Ratings, August 2011 ($195)
USAA and Edward Jones took the top spots in the 2011 Temkin Customer Service Ratings. We asked 6,000 US consumers to rate their recent customer service experience. This data allowed us to rate 129 companies across 12 industries. Only 12 of those companies received a “strong” customer service rating. Retailers, hotel chains, and investment firms have the highest average rating, while Internet and TV Service Providers are squarely at the bottom of the ratings. To improve customer service, companies should look at the experience holistically, using Temkin Group’s SLICE-B methodology.
The PC Buying Experience, 2011, July 2011 ($195)
Computers have become a standard appliance in most households, but why aren’t they easy to buy? This report analyzes the buying process of 842 US consumers that have recently purchased a computer. Apple is the leader across the buying experience but Dell and HP are not far behind. This report compares the customer satisfaction of the leading computer suppliers in five stages of the consumers buying process. It also examines influences and decision factors on the consumer buying decision by major PC manufacturer. Key findings are that Apple consumers care more about customer service than PC buyers, consumers that buy PCs directly from the manufacturer are more satisfied than those that buy at a retailer and Best Buy employees are more helpful than those at other retailers.
2011 Temkin Web Experience Ratings, June 2011 ($195)
Amazon.com, Regions, and USAA took the top spots in the 2011 Temkin Web Experience Ratings. We asked 6,000 US consumers to rate their recent online experience. This data allowed us to rate 119 companies across 12 industries. Only 7% of those companies received a “good” or “very good” Web Experience rating. While there is some diversity at the top of the ratings, TV service providers, Internet service providers, and health plans dominate the bottom of the list. To improve the online experience, companies need to master the entire experience, examining what Temkin Group calls SLICE-B.
Social Media’s Limited Affect On Purchase Decisions, June 2011 ($195)
What affect does social media have on purchase decisions? We examined this question using a survey of 6,000 US consumers. Based on their responses, we calculated the Temkin Purchase Influence Index (TPII) to gauges the level of influence that these channels have on the purchase and selection decisions of computers, cell phones, TVs, insurance, health plans, and credit cards. While the overall results show very few areas where social media has a strong influence on these purchases, a deeper analysis of consumers by age, income, ethnicity, and education uncovers pockets of stronger (and weaker) social media influence.
2011 Temkin Forgiveness Ratings, May 2011 ($195)
USAA, Costco, and Amazon.com took the top spots in the 2011 Temkin Forgiveness Ratings. We asked 6,000 US consumers how likely they were to forgive companies if they made a mistake. This data allowed us to rate 143 companies across 12 industries. Only 18% of those companies received a “strong” or “very strong” forgiveness rating. The results show that retailers have the highest level of goodwill while credit card issuers and TV service providers have the lowest. While all companies make mistakes, customers are more willing to give Forgiveness Ratings leaders a second chance.
The State Of Customer Experience Management, 2011, May 2011 ($195)
Temkin Group surveyed more than 200 large companies about their customer experience efforts. While 7% of respondents think that their company is a customer experience leader today, 61% want to be their industry leader within three years. More than half of these companies have an executive in charge of their customer experience activities. A big component of those efforts include voice of the (VoC) programs that overwhelmingly deliver positive business results. We also asked companies to complete Temkin Group’s customer experience competency assessment. Only 3% of firms have reached the highest level of maturity. But there’s good news. Over the last year, companies have improved in all four areas of customer experience competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.
The Customer Experience-Loyalty Connection, May 2011 ($195)
Temkin Group analyzed the correlation between customer experience and loyalty across 12 industries: airlines, banks, credit card issuers, health plans, hotel chains, insurance carriers, Internet service providers, investment firms, computer makers, retailers, TV service providers, and wireless carriers. Customer experience leaders enjoy a double-digit advantage in customers willing to buy more from them, reluctant to switch business away from them, and likely to recommend them. A modest improvement in customer experience can drive between $179 million (for health plans) and $308 million (for hotel chains) of incremental revenue over three years for every $1 billion in annual sales.
2011 Temkin Loyalty Ratings, April 2011 ($195)
Amazon.com, Kohl’s, and Costco took the top spots in the 2011 Temkin Loyalty Ratings. We asked 6,000 US consumers to rate their level of loyalty to companies across three components: purchasing additional products and services, reluctance to switch business away, and likelihood to recommend the company to friends and relatives. This data allowed us to rate 143 companies across 12 industries. Only 17% of those companies received a “strong” or “very strong” loyalty rating. The results show that retailers have the highest level of loyalty while TV service providers and health plans have the lowest.
Voice Of The Customer Programs Grow Up, April 2011 ($195)
Voice of the customer (VoC) programs are critical components of customer experience initiatives. And they should be; they work. Most companies report solid business results from these efforts. Temkin Group’s research shows, however, that most VoC programs are in the very early stages of maturity. To reach the next level of evolution, these programs must improve across what we call the Six Ds of closed-loop VoC programs: Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. As large companies gain VoC maturity, they will increasingly require higher levels of automation found in Customer Insight and Action (CIA) platforms. To remain relevant in this changing environment, market research organizations will need to change how they operate.
2011 Temkin Experience Ratings, March 2011 (FREE)
Amazon.com, Kohl’s, Costco, Lowe’s, and Sam’s Club took the top five spots in the 2011 Temkin Experience Ratings. We asked 6,000 US consumers to rate their recent interactions with companies across three dimensions of their experience: functional, accessible, and emotional. This data allowed us to rate 143 companies across 12 industries. Only 16% of those companies received an “excellent” or “good” rating. The results show that retailers deliver the best experience while TV service providers and health plans deliver the worst.
How Consumers Give Feedback, March 2011 ($195)
Companies often discuss “word of mouth,” but how often and in what ways do consumers discuss their experiences? We surveyed 6,000 US consumers to find out. It turns out that the most common communication about good and bad experiences occurs between friends via email, phone, or in person. While few consumers share their experiences directly with the companies that pleased or displeased them, far fewer shared those experiences via social media channels such as Facebook, Twitter, and 3rd party ratings sites. Our analysis also uncovered differences by age, income, ethnicity, and educational levels. We analyzed the customer bases of more than 140 companies and discovered that Days Inn, E*Trade, and Apple were the most susceptible to negative feedback via Facebook. Days Inn, Courtyard By Marriott, and Hyatt are the most susceptible via Twitter.
Locating A Store On The Phone Is Not Always Easy, February 2011 ($195)
When traveling in an unfamiliar area, calling a store’s toll-free number can be a convenient way to locate the closest branch or store location. How user-friendly are these phone-based store locators? We used Temkin Group’s SLICE-B methodology to evaluate the experiences at five large banks (Bank of America, Chase, Citibank, USBank, and Wells Fargo) and five large retailers (Home Depot, Kroger, Target, Walgreens, and Walmart). Target was the only store to receive an “Excellent” overall rating, with 23 out of a possible 24 points. Citibank and Walgreens, on the other hand, scored in the “Poor” range. Stores lost points for offering voice-activated search without touch-tone support and for accepting only one criteria to search by, usually a zip code.
Online Experiences For Buying Gift Cards Need Work, January 2011 ($195)
Gift cards are a popular choice for consumers, especially around the holidays. Almost all major stores and restaurants sell them online. How user-friendly are those online purchasing processes? To answer this question, we used Temkin Group’s SLICE-B methodology to evaluate the experience of 12 large companies: three grocers (Kroger, Publix, and Safeway), three electronics retailers (Apple, Best Buy, and Radio Shack), three department stores (J.C. Penney, Kohl’s, and Macy’s), and three restaurant chains (Applebee’s, Chili’s, and Outback Steakhouse). Outback Steakhouse and Radio Shack were the only sites to receive an “excellent” rating. At the other end of the spectrum, Safeway, Chili’s, Kroger, and Best Buy were at the bottom with “mediocre” ratings. Many of the sites lacked key functionality such as free shipping, sending the cards at a later date, and sending multiple cards in a single order.
Customer Experience Accelerates In 2011, January 2011 ($195)
To understand what’s on the plate for customer experience in 2011, we surveyed more than 170 large organizations about their 2010 activities and 2011 plans. Most respondents are satisfied with their customer experience roles and have a strong outlook for improvements at their company. More than eight out of 10 respondents think that customer experience will be more important in 2011 than it was in 2010. Social media, the Web, and customer-centric culture are set to receive the most increased attention this year. We also examined the anatomy of successful customer experience programs and found that they plan more and use customer feedback and insight more effectively than other firms.
2010 Research Reports
Eight Customer Experience Megatrends, Updated on December 2010 (FREE)
Customer experience management is still in its early stages of evolution. As people, processes, and technologies evolve, they will alter the way that companies deal with customers. This paper identifies eight of those trends that will reshape customer experience management over the next three to five years. It also provides specific observations about hw these multi-year trends will play out in 2011.
Online Store Locators Miss A Key Part Of The Experience, December 2010 ($195)
Just about every bank and retailer provides a store or branch locator on its site. But how user-friendly are the experiences? Mostly mediocre. Temkin Group evaluated 10 large retailers and banks using its SLICE-B experience review methodology. Wells Fargo ended with the only “excellent” rating and Target was alone at the bottom with a “poor” rating. All of the sites struggle to support user’s goals after they find the nearby stores.
The State Of Voice Of The Customer (VoC) Programs, October 2010 ($195)
This report looks at the make-up of 119 VoC programs at large companies across geographic regions, feedback channels, executive involvement, effectiveness of different activities, obstacles to success, and plans for 2011. We also examine results from the Temkin Group’s VoC Program Maturity Assessment that was completed by 105 of these firms. It turns out that only 1% of the firms reached our highest maturity level, “Transformers.” To understand how VoC programs differ by size of an organization, we compared survey responses between large and small companies. The number of companies planning to increase spending dwarfs those that are planning to cut back, so 2011 should be an active year for VoC programs.
Assessing The Maturity of Voice Of The Customer Programs, October 2010 (FREE)
Voice of the customer (VoC) programs are becoming a common element of customer experience programs. But how effective are they? To address this question, Temkin Group developed an assessment tool to identify the level of maturity of VoC programs. In a recent Temkin Group study, almost 200 companies completed this assessment. The findings: two-thirds of programs are in the earliest stages of development, while only 5% have reached the highest maturity level. Temkin Group recommends that companies take the self-test and discuss the results with their management teams.
Profiling Customer Experience Leaders, September 2010 ($195)
Using the Temkin Group (TG) customer experience competency model, we found that only 3% of large North American firms were what we call “Customer-Centric Organizations.” We used the TG competency model to break respondents into two groups, 60 leaders and 80 laggards, and examined the differences in their responses across various dimensions. Some of the areas with striking gaps between the two groups: focus on creating a customer-centric culture, priority for cost-cutting, ability to delight customers across all channels, success with Net Promoter Scores, use of text analytics, and obstacles they run into.
The Evolution Of Voice Of The Customer Programs, September 2010 ($195)
Voice of the customer (VoC) programs are often key components of customer experience efforts and most companies report positive results from these efforts. To thrive, these programs need closed-loop processes in four areas: Listen, Interpret, Respond, and Monitor. As VoC programs evolve, they often outgrow manual processes and existing market research programs. Companies should consider deploying what Temkin Group calls Customer Insight and Action (CIA) platforms that automate the collection, analysis, and workflow associated with closed-loop VoC programs across multiple channels. To aid in that effort, Temkin Group has assembled information on 11 vendors that provide CIA platforms.
The Current State Of Customer Experience, June 2010 ($195)
Using the Temkin Group customer experience competency model, we found that only 3% of firms were “Customer-Centric Organizations” while 33% of firms were “Customer-Oblivious Organizations.” While companies rated highest in the area of Purposeful Leadership, only 16% received “very good” ratings in that competency area. This data highlights that companies are still in very early stages of customer experience maturity. We expect the results to improve over time; as 65% of respondents want to be customer experience leaders within three years.
The Four Customer Experience Core Competencies, June 2010 (FREE)
Organizations that want to become customer experience leaders need to master four customer experience competencies: Purposeful Leadership, Employee Engagement, Compelling Brand Values, and Customer Connectedness. Gauge how close your company is to being a Customer-Centric Organization using Temkin Group’s competency model to identify strengths and weaknesses.