Report: Customer Experience Expectations and Plans for 2018

Purchase and download Temkin Group report, Customer Experience Expectations and Plans for 2018We just published a Temkin Group data snapshot, Customer Experience Expectations and Plans for 2018.

In December 2017, Temkin Group surveyed 145 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 2018 and beyond. We compared the results of this survey to the results of similar surveys we’ve conducted over the previous seven years. This year’s results show that companies plan on increasing the amount of money and effort they dedicate to improving a variety of customer experience activities.

Here are previous reports from 2017, 2016, and 2015.

 

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Here are some highlights from the research:

  • 86% of companies have seen a positive impact from their CX efforts in 2017.
  • 81% of companies expect CX to be more important in 2018 than it was in 2017.
  • 62% of companies expect to spend more on CX in 2018 than they did in 2017.
  • The companies that expect to increase their CX staffing in more than five times the percentage that expect to decrease it.
  • Companies plan to increase their spending the most for VoC software and chat bot vendors.
  • Companies plan to increase their focus the most on online self-service experiences, and the least on phone self-service.
  • Companies plan to increase their focus the most on solving customer service issues,  and the least on understanding bills and statement.
  • Companies plan to increase their effort the most on customer insights and analytics.
  • 21% of companies plan to compensate front-line employees based on CX metrics.
  • Compared with other companies, companies with more successful CX efforts in 2017 are employing more CX professionals, focusing more on online chat and new product experiences, and plan to spend more on speech/voice analytics vendors.

Here are the data charts in this data snapshot:

  1. Business Impact of CX
  2. Changes in the Importance of Customer Experience
  3. Changes in Spending on Customer Experience
  4. Changes in CX Staffing Levels
  5. Plans for Spending with CX Vendors
  6. Focus on CX Across Interaction Channels in 2018
  7. Plans to Increase Focus on the CX of Different Channels
  8. Focus on Customer Journeys in 2018
  9. Focus on CX Activities in 2018
  10. Plans to Increase Focus on Different CX Activities
  11. Compensation Based on CX Metrics
  12. Key Differences Between Companies With More Successful And Less Successful CX Programs

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Free eBook: The 6 Laws Of Customer Experience

Download free Temkin Group eBook, The Sx Laws of Customer ExperienceThis is an update to the original eBook that was published in 2008. It has been downloaded and read by tens of thousands of people around the world and is likely one of the most-read documents ever published on the topic of customer experience.

So enjoy the updated eBook: The 6 Laws Of Customer Experience: The Fundamental Truths That Define How Organizations Treat Customers

Download free eBook: The Six Laws of Customer Experience

Just like the three laws that govern all of physics, there are a set of fundamental truths about how customer experience operates. This eBook outlines the following 6 laws of customer experience:

  1. Every interaction creates a personal reaction.
  2. People are instinctively self-centered.
  3. Customer familiarity breeds alignment.
  4. Unengaged employees don’t create engaged customers.
  5. Employees do what is measured, incented, and celebrated.
  6. You can’t fake it.

The bottom line: To understand CX, you must first understand these laws.

NOTE: CX Institute’s CX Fundamentals eLearning module provides online training for employees across an organization to learn and apply these laws, helping organizations to become more customer-centric.

Report: Lessons in CX Excellence, 2018

Download Temkin Group research report, Lessons in Customer Experience Excellence, 2018We just published a Temkin Group report, Lessons in CX Excellence, 2018. The report provides insights from six winners in the Temkin Group’s 2017 CX Excellence Awards. The report, which has more than 70 pages of content, 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 past November, we named six organizations the winners of Temkin Group’s 2017 Customer Experience Excellence Award – AARP, Allianz Worldwide Partners, Century Support Services, Nurse Next Door Home Care Services, Reliant, and Sage. This report:

  • Highlights specific examples of how these companies’ customer experience (CX) efforts have created value for both their customers and for their businesses.
  • Describes winners’ best practices across the four customer experience competencies: purposeful leadership, compelling brand values, employee engagement, and customer connectedness.
  • Includes all of the winners’ detailed nomination forms to help you collect examples and ideas to apply to your own CX efforts.

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Here are some highlights from the winners: Read More …

Free eBook: 25 Tips For Becoming A More Purposeful Leader

Free eBook: 25 Tips For Becoming A More Purposeful LeaderAs part of our CX Day celebration, which this year is focussed on Elevating Purpose, we’re giving away this free eBook: 25 Tips For Becoming A More Purposeful Leader.

Free ebook download

One of Temkn Group’s Four CX Core Competencies is Purposeful Leadership. To master this competency, a company must be able to affirmatively answer the question, “Do your leaders operate with a clear, well-articulated set of values?” Purposeful leaders create an engaged workforce and help their organizations deliver positive customer experiences.

This eBook contains these 25 easily adoptable tips from across the Five P’s of Purposeful Leadership. Here are the tips:

25 tips for becoming a more purposeful leader

Also check out our recent video on Purposeful Leadership and the Elevate Purpose page.

The bottom line: Purposeful leadership really matters!

6 Levers For Executive Commitment to CX (Infographic)

In the report Activating Executive Commitment to CX, Temkin Group introduces a blueprint that CX leaders can use to gain and strengthen senior executive commitment. It’s composed of six levers: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence. Here’s an infographic that provides an overview.

infographic of 6 levesr for gaining executive commitment to CX

You can download the graphic in several formats:

How Distributed Are CX Skills Across Organizations?

In previous research, we described how CX organizations will need to evolve towards a Federated CX Model, which is made up of three components shown below.the elements of a federated CX model

An important component of this model is the existence of distributed CX skills. To gauge where companies are in this journey, we asked large companies about the degree to which CX skills are distributed across their organizations. As you can see in the chart below:

  • Driving continuous improvement is the most distributed capability (53%)
  • Using text analytics is the least distributed capability (9%)
  • Analyzing and interpreting customer feedback data has the strongest centralized capability (83%)

How CX Capabilities are distributed across organizationsThe bottom line: Companies need to start distributing CX capabilities.

Report: Infusing Culture Throughout The New Employee Journey

Infusing culture throughout the new employee journey reportWe just published a Temkin Group report, Infusing Culture Throughout The New Employee Journey.

Here’s the executive summary:

A company’s culture reflects the attitudes and behaviors of its employees and influences almost every aspect of the employee journey and experience. However, despite its importance, many companies fail to orient new employees to their culture during onboarding. Rather than helping new hires form long-term connections with the organization and its values, companies often use this time to teach new hires about the organization’s processes. Companies instead should use their culture as a focal point during recruiting, hiring, and onboarding and then continue to emphasize it as employees acclimate to their roles. This report:

  • Explores how companies can align new employees with their culture.
  • Describes how companies can infuse culture throughout the four stages of the new hire journey: Establish Cultural Fit, Set Behavioral Expectations, Reinforce Positive Performance, and Prioritize Sustaining Culture.
  • Shares examples of best practices from a number of companies, including Adobe, Crowe Horwath, LexisNexis, Oxford Properties, Touchpoint Support Services, and Safelite Autoglass.
  • Provides a checklist companies can use to execute their culture-focused onboarding program effectively.

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Here are the best practices described in the report:infuse culture throughout the four stages of the new hire journey

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Report Outline:

  • New Employees Need More Corporate Cultural Onboarding
    • New Hire Programs Fall Short on Culture
  • Companies Should Infuse Culture Across the Entire New Hire Journey
    • Stage 1: Establish Cultural Fit
    • Stage 2: Set Behavioral Expectations
    • Stage 3: Reinforce Positive Performance
    • Stage 4: Prioritize Sustaining Culture
  • The Path Towards A Culture-Focused Onboarding Program
    • Immediate, Near-term, and Long-term actions

 

Figures in the Report:

  1. How to Shape Culture by Impacting How Employees Think, Believe, and Act
  2. Six Areas of Culture Focus
  3. Infuse Culture Throughout the Four Stages of the New Hire Journey
  4. Examples of Culture-Focused Onboarding Across the Four Stages of the New Hire Journey
  5. LexisNexis Summer Intern Program
  6. The Oxford Commitment
  7. Safelite AutoGlass Customer Driven Model
  8. Touchpoint Services Keeps Employees Learning Through Daily LineUp Meetings
  9. Recommendations for Designing an Effective Employee Recognition Program
  10. Select TouchPoint Supportive Services Manager Training
  11. Channels for Listening to Employee Feedback
  12. Actions to Take to Strengthen Company Culture

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Report: Activating Executive Commitment to CX

Activating executive commitment to customer experienceWe just published a Temkin Group report, Activating Executive Commitment to CX. Here’s the executive summary:

Organizations that want to drive sustainable customer experience (CX) improvements need to have senior executives who are committed to propel change throughout the entire journey. Successful transformation efforts require senior executives to set the direction, lead communication efforts, model desired behaviors, align resources, and hold the rest of the organization accountable. However, CX leaders and their teams often struggle to obtain the commitment and involvement necessary from senior executives to ensure these change efforts succeed. In this report, we provide a model for how CX teams can effectively engage their senior leaders. Here are some highlights:

  • The blueprint includes six levers CX leaders can use to gain and strengthen senior executive commitment: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence.
  • To illustrate how these levers work, we share examples of 24 best practices from companies including Anthem, CA Technologies, Cisco, Fidelity, Microsoft, Penske Truck Leasing, and Regions Bank.
  • We provide CX leaders with an assessment they can use to identify the commitment stage of their senior executives and offer advice on which of the six levers can have the greatest impact by stage.

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Here are the six levers for activating executive commitment:

  1. Create Vision Clarity. Many senior executives are enamored with the idea of customer experience, yet lack a clear picture of what CX really means for their organization. As a result, they aren’t able to persuasively advocate for the required changes. Therefore, CX teams should provide leaders with a clear understanding of where the CX efforts are heading.
  2. Share Compelling Opportunities. Senior leaders will only stay committed to a CX effort for as long as they remain convinced that it will help the organization succeed. That’s why CX leaders must continue to make and reinforce the CX business case to senior executives. This requires establishing a tangible business case and setting realistic expectations for the upside of action and the downside of inaction.
  3. Amplify Emotional Empathy. An executive who is emotionally committed to CX efforts provides a different level of support than one who is only intellectually bought-in. To gain this emotional commitment, the CX team should enhance executives’ natural empathy by bringing customers’ experiences to life for them.
  4. Feed Intrinsic Motivations. Executives are motivated by a myriad of different objectives, such as being seen as successful or reaching some self-defined goals. Intrinsic motivators – like meaning, choice, competence, and progress – can be particularly powerful levers for activating commitment. CX leaders should connect their efforts to the personal goals of executives and should make them feel good about the efforts underway.
  5. Enable First Steps. Even executives who are fully committed to the CX agenda may not know exactly what they can do to help propel the CX efforts forward, especially since they are often juggling many different priorities. It’s up to the CX leader to make it easy for the senior leaders to participate in the efforts by recommending specific, doable steps that they can take.
  6. Fuel Ongoing Confidence. CX teams need ongoing support from their executives; however, senior leaders are prone to distraction and doubt. To keep them on track, CX leaders need to keep executives informed of the progress and success of CX efforts and need to demonstrate to executives that resources are being used well and risks are being managed well.

Here are the best practices discussed in the report:

best practices for engaging senior leaders in customer experience

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Report Outline:

  • Without Senior Executive Involvement, CX Efforts Falter
    • Executives Must Become Purposeful Leaders
  • Six Levers For Activating Senior Executives
    • 1) Create Vision Clarity
    • 2) Share Compelling Opportunities
    • 3) Amplify Emotional Empathy
    • 4) Feed Intrinsic Motivations
    • 5) Enable First Steps
    • 6) Fuel Ongoing Confidence
  • Strategies For Different Levels of Executive Engagement

 

Figures in the Report:

  1. Senior Executives Don’t Always Demonstrate the Right Behaviors
  2. How Senior Executives Play a Critical Role in CX Efforts
  3. Blueprint for CX Leaders: Best Practices for Engaging Senior Executives across the Six Levers
  4. HR Support of Customer-Centricity, CX Leaders Versus Other Firms
  5. Sample Design Persona for an Online Travel Agency
  6. Integrating Executive Sponsors with Other Customer-Facing Roles at Oracle
  7. Disseminating Feedback to Spur Executive Action: Ciena’s Inside Out/Outside In CX Scorecard
  8. Sandy Spring Bank: Meeting in a Box
  9. CA’s Immersion Workshops
  10. Essential Elements of CX Governance
  11. Assessing Senior Executive CX Engagement
  12. Top Levers to Use with Executives by Engagement Level

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The Four CX Core Competencies (Infographic)

Hopefully you’ve read our FREE report, The Four CX Core Competencies. It outlines the blueprint to building a customer-centric organization. We’ve created this infographic to showcase the competencies:

  1. Purposeful Leadership: Operate consistently with a clear set of values.
  2. Compelling Brand Values: Deliver on your brand promises to customers.
  3. Employee Engagement: Align employees with the goals of the organization.
  4. Customer Connectedness: Infuse customer insight across the organization.

four customer experience core competencies

You can also download an 18″ x 24″ poster version.

Report: Employee Engagement Competency & Maturity, 2017

Employee Engagement Competency and maturityWe just published a Temkin Group report, Employee Engagement Competency & Maturity, 2017. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:

Engaged employees are critical assets to their organization. It’s not surprising, therefore, that customer experience leaders have more engaged employees than their peers. To understand how companies are engaging their employees, we surveyed 169 large companies and compared their responses with similar studies we’ve conducted in previous years. We also asked survey respondents to complete Temkin Group’s Employee Engagement Competency & Maturity (EECM) Assessment. Highlights from our analysis of their responses include:

  • Front-line employees are viewed as the most highly engaged.
  • More than 70% of companies measure employee engagement at least annually, yet only 45% of executives consider taking action on the results a high priority.
  • Sixty-four percent of respondents believe that their social media tools have had a positive impact on their employee engagement activities, an increase from last year.
  • The top obstacle to employee engagement activities continues to be the lack of an employee engagement strategy.
  • While only 23% of companies are in the top two stages of employee engagement maturity, this is still an increase from last year.
  • When we compared companies with above average employee engagement maturity to those with lower maturity, we found that employee engagement leaders have better customer experience, enjoy better financial results, are more likely to take action on employee feedback, and face fewer obstacles than their counterparts with less engaged workforces.
  • You can use the results of the EECM Assessment to benchmark your own employee engagement activities.

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Here’s an excerpt from one of the 17 graphics that shows the maturity levels of employee engagement efforts in large companies and their effectiveness across five employee engagement competencies:Employee engagement competencies

employee engagement competency assessments

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Report: The State of CX Management, 2017

The state of customer experience management reportWe just published a Temkin Group report, The State of CX Management, 2017.

For the eighth straight year, Temkin Group has evaluated the state of Customer Experience (CX) management at large companies. It includes a lot of details about customer experience within large organizations and examines their effectiveness across Temkin Group’s Four CX Core Competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

When we analyzed their efforts and their progress this year, we found that:

  • While only 8% of companies view themselves as industry leaders in CX today, 55% aspire to be leaders within three years.
  • A majority of companies have a CX executive in charge of their efforts and a central team who coordinates significant CX activities. The median number of CX staff members falls between 11 and 15 full-time professionals.
  • Companies find significant value in working with voice of the customer vendors, and the percentage of companies who get value out of this relationship has been steadily increasing.
  • We used Temkin Group’s CX Competency and Maturity Assessment, which evaluates four CX competencies­ (Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness) to benchmark the maturity of companies’ CX efforts and found that only 10% of companies have reached the highest two levels of customer experience, while 59% still find themselves in the lowest two stages.
  • When we compared CX leaders with CX laggards, we discovered that the leaders enjoy stronger financial results, are more likely to have senior executives leading company-wide CX efforts, employ more full-time CX employees, use more experience design agencies, and feel more supported by senior leaders.
  • This report also includes an assessment that companies can use to benchmark their CX efforts and capabilities.

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Here are the results from Temkin Group’s CX Competency & Maturity Assessment:

results from customer experience competency and maturity assessment

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Report Outline:

  • Customer Experience Management Within Large Firms
  • Assessing The Four Customer Experience Core Competencies
  • Comparing CX Leaders and CX Laggards
  • Assess and Improve Your CX Competencies

 

Figures in the Report:

  1. Customer Experience Today and Future Ambitions
  2. Customer Experience Leadership and Coordination
  3. Customer Experience Coordination and Staffing
  4. Customer Experience Team Effectiveness
  5. Customer Experience Tools and Services
  6. Customer Experience Tools and Services (2015 to 2017)
  7. Quality of Customer Experience Across Different Channels
  8. Quality of Customer Experience Across Different Channels (2015 to 2017)
  9. Obstacles to Customer Experience Success
  10. The Four Customer Experience Core Competencies
  11. Temkin Group Customer Experience Competency Assessment
  12. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment
  13. Customer Experience Maturity and Competency Based on CX Executive Leadership
  14. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment(2010 to 2017)
  15. Most Frequently Practiced Customer Experience Competency Attributes
  16. Least Frequently Practiced Customer Experience Competency Attributes
  17. Customer Experience Competency Attributes that Improved and Declined Between 2016 to 2017
  18. Overview: CX Competency Leaders Versus CX Competency Laggards
  19. Effectiveness of CX Teams, CX Leaders Versus CX Laggards
  20. Use of CX Tools and Services, CX Leaders Versus CX Laggards
  21. Effectiveness of CX Tools and Services, CX Leaders Versus CX Laggards
  22. Quality of Customer Experience Across Different Channels, CX Leaders Versus CX Laggards
  23. Obstacles to CX Success, CX Leaders Versus CX Laggards
  24. Executive Priorities, CX Leaders Versus CX Laggards
  25. Percentiles of Results From Temkin Group’s CX Competency and Maturity Assessment

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Report: The Four Customer Experience Core Competencies (Free)

the four customer experience core competenciesIf you are only going to read only one thing about customer experience, then this report is it. It’s the blueprint for building a customer-centric organization… and it’s free.

We just published a Temkin Group report, The Four CX Core Competencies. This blueprint to building a customer-centric organization is an update to our groundbreaking research that was originally published in 2010 and updated in 2013.

Temkin Group has conducted multiple large-scale studies demonstrating that customer experience (CX) is highly correlated with loyalty across many different industries, in both business-to-consumer and business-to-business environments. When customers have a good experience with a company, they are more likely to repurchase from the company, try its new offerings, and recommend it to others.

While many companies try to improve their CX by making superficial changes, Temkin Group has found that the only path to lasting differentiation and increased loyalty is to build a customer-centric culture. Temkin Group has studied hundreds of companies to uncover the difference between CX leaders and their less successful peers, and has identified four CX competencies that companies must master if they wish to build and sustain CX differentiation:

  1. Purposeful Leadership: Operate consistently with a clear set of values. (see video)
  2. Compelling Brand Values: Deliver on your brand promises to customers. (see video)
  3. Employee Engagement: Align employees with the goals of the organization. (see video)
  4. Customer Connectedness: Infuse customer insight across the organization. (see video)

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This whiteboard video describes the Four CX Core Competencies:

Here’s an infograhic with the best practices described in the report:the four customer experience core competencies

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Report Outline:

  • Customer Experience: The Case For A New Approach
  • The Customer Experience Core Competencies
    • Purposeful Leadership: Operate with Clear and Consistent Values
    • Compelling Brand Values: Deliver on Your Brand Promises to Customers
    • Employee Engagement: Align Employees with Goals of the Organization
    • Customer Connectedness: Infuse Customer Insight Across the Organization
  • The Journey to Customer Experience Maturity
  • Assessing Your Customer Experience Competency

 

Figures in the Report:

  1. Customer Experience Correlates To Loyalty
  2. The Four Customer Experience Core Competencies
  3. Strategies For The Four CX Core Competencies
  4. Characteristics of Strong Brand Promises
  5. Employee Engagement Virtuous Cycle
  6. Six D’s of a Successful Voice of the Customer Program
  7. Operationalize Critical Fixes: Four Closed Loops For Taking Action
  8. Design Personas
  9. Example of a Customer Journey Map
  10. The Customer Journey Mapping Pyramid
  11. Strategies For Designing Experiences Based on Human Behaviors and Biases
  12. Six Stages of Customer Experience Maturity
  13. Temkin Group’s Customer Experience Competency and Maturity Assessment

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Winners: 2017 CX Vendor Excellence Awards

Congratulations!

Temkin Group announces the winners of its 2017 Customer Experience Vendor Excellence Awards:

Clarabridge, Medallia, Qualtrics, Rant & Rave, and Root.

 

Here are excerpts from the winners’ submissions:

  • Clarabridge’s CX Suite helps companies understand and manage the customer experience. Customer feedback is taken in and analyzed, using Clarabridge’s advanced text analytics and sentiment analysis capabilities. The meaning of the text is analyzed, and the underlying root causes of each trend, complaint, and compliment is identified.
  • Medallia strives to be a single source of truth across all customer touchpoints and to make real-time customer feedback available to employees across the organization. Medallia’s core differentiation lies in our ability to drive thousands of active users to our application rather than depending on centralized CX teams to interpret customer feedback and share periodic reports.
  • Qualtrics’ XM Platform™ provides human-factor data–the beliefs, emotions, and sentiments that tell you “why” things are happening. The predictive intelligence layer within the platform allows companies to not only respond to the experiences they have delivered in the past, but also predict how changes will influence customer satisfaction in the future.
  • Rant & Rave helps businesses profit from customer sentiment, turning customers into Ravers by reacting and responding to their emotions and feelings in realtime. Whilst traditional CX vendors continue to rely on the collation and reporting of feedback through lengthy surveys and market research, we provide our clients with a disruptive engagement model, which delivers industry-leading response rates.
  • Root Inc.’s Customers for Life process includes defining a customer-first culture at the leader level, empowering managers to make customer-focused decisions, and providing the front line with coaching and tools to deliver an authentic customer experience. This approach engages employees at every level so they can internalize their specific role in driving the customer experience and how they impact big-picture outcomes.

Below are the first two sections from the winners’ nomination forms, Company Overview and Make The CaseRead More …

Report: State of the CX Profession, 2017

1702_stateofcx-profession2017_coverWe just published a Temkin Group report, State of the CX Profession, 2017. This is the fifth year that we’ve examined the roles of CX professionals and the third year that we’ve done a compensation study. Here’s the executive summary:

To understand the mindset and roles of customer experience professionals today, we surveyed 237 CX professionals and then compared their responses to similar studies we’ve conducted over the previous five years. We asked them how their CX efforts impacted their organization last year and about their plans for the coming year. This report also includes a compensation study, which is based on the 158 respondents who agreed to participate. Here are some highlights from the research:

  • Eighty-four percent of respondents say that their customer experience efforts have had a positive business impact in 2016.
  • Ninety-nine percent think that customer experience is a great profession to be in, the highest level we’ve seen in the six years we’ve been doing the study.
  • Eighty percent think that customer experience will be more important for their companies in 2017 than it was in 2016, compared to the 3% who think it will be less important.
  • Forty-nine percent expect to see an increase in their customer experience staffing levels this year – a higher percentage than we’ve seen in previous years.
  • Respondents plan to increase their spending most on voice of the customer software and text analytics.
  • Respondents plan to increase their focus most on Web experiences and customer insights and analysis.
  • The total amount of compensation in our study ranges from $93,000 for mid-level individual contributors to $239,000 for CX executives.

1602_DontBuyReportJoinCXPA

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Here’s some data that combines pieces of two graphic, showing that CX continues to be a great profession….

1702_cxprofessionalssummary

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Report Outline:

  • The Life of a Customer Experience Professional, Circa 2017
    • CX Professionals Have More on Their Plates in 2017
  • CX Professional Compensation Study

 

Figures in the Report:

  1. Comparison of CX Professionals Across Job Types
  2. Business Impact of CX
  3. Satisfaction with the Profession
  4. Satisfaction with Elements of their Roles
  5. Job Searching and Professional Development
  6. Key Activities of CX Professionals
  7. Change in Importance and Staffing
  8. CX Spending Levels
  9. Focus on CX Interaction Channels
  10. Focus on CX Activities
  11. Range of Compensation for CX Professionals
  12. Comparison of CX Professionals Across Job Types

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The bottom line: The CX profession is thriving.

Data Snapshot: CX Expectations and Plans for 2017

1702_ds_cxplansfor2017_coverTemkin Group just published a data snapshot, Customer Experience Expectations and Plans for 2017. This annual research effort shows an increase in focus, effort, and spending on customer experience in 2017. Here’s a description of the data snapshot:

In December 2016, Temkin Group surveyed 165 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 2017 and beyond. We compared the results of this survey to the results of similar surveys we’ve conducted over the previous six years. This year’s results show that companies plan on dedicating more money and effort to improving a variety of customer experience activities.

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The data snapshot has 12 graphics with data about CX plans and expectations for 2017. Here’s an excerpt from two of the graphics:

1702_cximpactandimportance

Here are some highlights from the research:

  • The percentage of respondents who report at least moderately positive results from their previous year’s CX efforts grew from 44% in Q4 2015 to 52% in Q4 2016.
  • Sixty-four percent of companies that report at least moderately positive results from their 2016 CX efforts had better financial performance than their peers, compared with only 44% of other firms.
  • The percentage of respondents who looked ahead and said that CX will be significantly more important in the following year grew from 40% in Q4 2015 to 45% in Q4 2016.
  • The percentage of respondents who expect CX spending to increase in the following year grew from 57% in Q4 2015 to 67% in Q4 2016.
  • The percentage of respondents who expect to increase their full-time CX staff in the following year grew from 37% in Q4 2015 to 44% in Q4 2016 (only 5% expect to cut back their staffing this year).
  • Spending growth is expected to be strongest for VoC software, predictive analytics, and experience design agencies.
  • Web and mobile will remain the most important channels of focus in 2017, while social media experiences decline in importance.
  • Customer insights and analytics remains the most important CX activity.
  • Companies are planning to increase their use of CX metrics to drive compensation across all types of employees.
  • More than half of respondents expect to increase CX training with customer-facing employees.

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