Making AI Customer-Centric

Making AI Customer-Centric (Temkin Group Report)Temkin Group just published a new report, Making AI Customer-Centric. Here’s the executive summary:

The use of Artificial Intelligence (AI) – often in the form of chatbots and intelligent virtual assistants – is becoming more widespread in customer experience. However, despite its prevalence, few companies are employing AI in the right scenarios or using it to its fullest potential. In this report, Temkin Group creates a model and shares best practices for AI-Driven Interfaces (AIDI), which we define as digital interactions with customers that are being directly manipulated by machine learning algorithms.

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To successfully deploy customer-centric AI, companies need to:

  • Integrate the elements of the Human Conversational Model into the design of AIDI.
  • Bring together Five Ingredients: Conversational Design, Targeted Use Cases, Optimized Data Aggregation, Responsive AI Engine, and Continuous Tuning.
  • Determine Organizational AI Readiness before deployment by tying AI to business strategy, auditing data sources, assessing employee skills, and planning for agent/AIDI interactions.

Five Ingredients of Customer-Centric AI

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Report Outline:

  • Current AI Efforts Miss the Mark
  • Five Ingredients For Customer-Centric AI
    • Ingredient #1: Conversational Design
    • Ingredient #2: Targeted Use Cases
    • Ingredient #3: Optimized Data Aggregation
    • Ingredient #4: Responsive AI Engine
    • Ingredient #5: Continuous Tuning
  • Determine Organizational AI Readiness

 

Figures in the Report:

  1. Artificial Intelligence Terminology
  2. Five Ingredients for Customer-Centric AI
  3. The HumanConversational Model
  4. American Express Platinum: Handoff to live agent
  5. Organizational Personality
  6. Organizational Personality: U.S. Army’s SGT STAR
  7. Attributes of Good Initial AI Use Cases
  8. How AI Supports Contact Center Agents
  9. NorthFace: Identify Intent in the Moment
  10. Questions For Determining Organizational AI Readiness
  11. Changing Responsibilities for AI Development

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The Future of VoC Actionable Insights: Assistance Engines

Earlier this week I gave a speech called “The Future of CX: Humanistic, Prescriptive, and Responsive.” During that session, I discussed a missing link in today’s VoC technology: Assistance Engines. Here’s a picture of the future that I have in mind.

Architecture For Prescriptive Customer Insights

Before I describe Assistance Engines, I want to go back to 2010 when I labelled VoC technologies as Customer Insight & Action (CIA) Platforms. The naming was important, because it correctly identified that vendors needed to focus more on “insight & action” than on customer feedback.

It turns out that this is still the case. In the future, VoC vendors will be completely judged by results that their clients get from taking actions on the insights that these vendors provide.

Action is the holy grail! All of the efforts around surveying, integrating data, analyzing, etc. are only as valuable as the actions that they lead to. Most of the vendors now understand this key concept, and are working feverishly to improve the actionability of the insights they provide.

Companies still have a long way to go in taking action on their VoC insights. As you can see in our recent infographic, only 24% of large companies think they are good at taking action.

To help refine the insights, most vendors are developing some sort of an Intelligence Engine. This technology combines direct customer feedback with other customer information, and then applies different analytical and machine learning approaches to create predictive insights about large groups of customers.

While this technology is helping companies to better understand their customers, the output does not often translate directly into actionable insights. Why not? Because there’s a wide gap between insights from the Intelligence Engine which are often delivered in charts and dashboards, and the types of information that employees need to make their a day-to-day decisions.

No matter how much smarter these platforms get about customers, they won’t be truly actionable until they also get smarter about employees.

That’s where Assistance Engines come into play. What is an Assistance Engine?

A set of technologies that uses analytics and machine learning to provide increasingly valuable advice to help different employees across an organization make customer-centric decisions.

Or you can think of it more simply as…

Technology that recommends employee actions based on customer insights.

Assistance Engines will provide timely, actionable insights that are embedded within role-based processes, and delivered as answers and recommendations, not as charts and numbers. This technology will also fine-tune its recommendations based on feedback from employees about the types of recommendations that they find valuable.

Think of the Assistance Engine as being like an analyst who works for the employee. A good analyst can comb through data in an Intelligence Engine, understanding her bosses needs, and translate the customer insights into a very relevant set of recommendations. Over time, the analyst gets better at anticipating what her boss needs or wants to see.

Here are some examples of insights that an Assistance Engine might deliver (think about the employee simply asking Alexa a question):

  • When a product manager is defining a new product, the Assistance Engine will recommend a set of features that a product manager should include in its next release.
  • When a contact center supervisor finds that she has 15 minutes free, the Assistance Engine can tell her which agent to spend time with and what to cover during the session.
  • When an executive is looking to improve the companies NPS, the Assistance Engine will identify the regions to focus on and the activities that should be improved in those regions.

The early use cases for Assistance Engines will likely focus on recommendations that are already being made by analysts. But instead of having someone spend a lot of time manually digging through troves of data, the Assistance Engine will simply answer end users’ questions.

Companies still have a long way to go in building out their Intelligence Engines, so we do not expect to see Assistance Engines become mainstream for several years. But the maturing of end-user responsive analytics such as IBM Watson and Amazon Analytics will help accelerate the development.

The bottom line: Actionability requires more focus on employees.

 

Building A Strong Voice of The Customer Program (Infographic)

Voice of the Customer (VoC) programs are a critical component for many CX efforts. This infographic examines those efforts. Make sure to visit our VoC/NPS Resource Page for more help in building your VoC program.

Here are links to download different versions of the infographic:

Here are links to the research referenced in the infographic:

The Future of VoC: Insight & Action, Not Feedback

The vendor market for Voice of the Customer (VoC) products and services has been heating up, with numerous acquisitions and mergers. All of this is happening as companies are trying to figure out how to run successful VoC programs. It appears that we on the verge of the next stage in evolution for VoC. So I decided to step back and look at the overall market.

VoC Programs Need To Grow Up

Our research shows that nearly three-quarters of large companies rate their voice of the customer (VoC) programs as being successful (only 8% say that they’ve been unsuccessful). That’s great—infusing almost any type of customer insights into a business can add value. 

Level of Maturity for Voice of the Customer (VoC) Programs in Large Enterprises

However, companies aren’t close to reaching their full potential. Only 14% of companies have reached the the two highest levels of Temkin Group’s VoC Maturity Model.

One of the reasons for this immaturity is a simple fact: creating and managing great VoC programs isn’t easy. They take significant leadership commitment and a  variety of expertise. In many cases, however, companies don’t redesign their approach to customer insights, they simply end up updating and automating many of their historical practices.

The big change for VoC programs is that they must focus more on enabling action across their organization. We found that only 24% of large firms think they are good at making changes to the business based on the insights. For VoC programs to fully mature, they need to become hyper-focused on generating insights in the right form at the right time to help people across their organizations make better, more informed decisions.

As if that’s not enough to work on, companies will need to address Six Customer Insight Trends that will reshape VoC programs: 1) Deep Empathy, Not Stacks of Metrics; 2) Continuous Insights, Not Periodic Studies; 3) Customer Journeys, Not Isolated Interactions; 4) Useful Prescriptions, Not Past Descriptions; 5) Enterprise Intelligence, Not Customer Feedback; and 6) Mobile First, Not Mobile Responsive.

VoC Vendors Need To Grow Up

In 2010, I rejected the label “Enterprise Feedback Management (EFM)” that was being used to describe vendors that provided technology and services for VoC programs. Instead of EFM, I labeled them as Customer Insight and Action (CIA) Platforms and here’s why:

To some degree, surveying functionality is becoming a commodity. Organizations are recognizing that feedback is not valuable on its own; it only becomes valuable when it’s used as an input to insights which drive some type of action. So the focus is no longer on feedback, but on insight and action. Hence, Customer Insight and Action (CIA) Platforms.

Fast forward to 2018 and I think that CIA Platforms is still the correct name for these offerings (from vendors such as Confimit, InMoment, MaritzCX, Medallia, and Qualtrics). They continue to evolve towards this description I used in 2010:

CIA Platforms need to support closed-loop voice of the customer (VoC) programs that are going beyond structured, solicited feedback (traditional surveys). With the maturing of text analytics and the rise of social media, companies are increasingly mining insights from unstructured, unsolicited feedback like customer comments on surveys, notes and verbatims from contact center conversations, inbound emails, online chats, social media sites, customer feedback comments, etc

But new channels of feedback (also called “listening posts”) are not the only element that distinguishes CIA Platforms from their predecessors. These applications also provide actionable insights by:

  • Incorporating non-feedback data like customer profiles and transactional history
  • Distributing tailored, contextual insights across an organization
  • Providing alerts based on specific criteria
  • Supporting workflow associated with taking action based on the insights
  • Integrating with other applications like CRM and workforce management

Next Generation CIA Platforms

Okay, so we got that right eight years ago. What’s next? Here’s where I think the market is heading for enterprise CIA Platforms:

  • Advanced analytics. We’ll see a considerable increase in the use of predictive analytics and the use of speech analytics to unlock insights from invaluable contact center conversations.
  • and way smarter analytics. The current set of analytics are mostly designed for analysts to uncover insights, but we’ll see more “packaged” analytics that mask complexity to provide tailored recommendations that improve high-impact decisions across the enterprise.
  • More focus on casual users.The days of generic metrics and dashboards will hopefully be a thing of the past. The information provided to people will be specific to their roles, and will proactively highlight the information that they need to know. It may take the form of highly customized dashboards, but it could also be a monthly infographic that can be posted in the lunchroom for hourly workers.
  • Less surveys, but more data. We already see in our research that organizations are becoming less reliant on surveys. This feedback will become less about understanding what’s being said by individual customers, and more about using the insights in predictive models to extrapolate what it might mean across entire segments of customers. This will require companies to integrate feedback with lots of customer data from other systems.
  • More selective, targeted feedback. Companies will get better at strategic sampling. What is this? Being smarter about who they get feedback from and when they get that feedback. The current approach of trying to hear from as many customers a possible in as many places as possible is conceptually attractive, but it’s an inefficient use of internal resources, and it puts a strain on an even more important commodity—customers’ time and attention.
  • Easier to use, but less “self-service.” In many cases, large enterprises lack the internal skills and know how to create and sustain a strong VoC program. While the technology platforms will continue to become easier for companies to administer and use without vendor support, strong VoC programs will increasingly recognize the need to tap into externally provided support across a number of areas, including:
    • Program setup
    • Data management
    • Sampling strategies
    • Dashboard design
    • Analytics
    • Insight distribution
    • Operational redesign

The bottom line: VoC programs and vendors need a makeover.

Report: Tech Vendors: Product and Relationship Satisfaction, 2018

Tech Vendors: Product & Relationship Satisfaction of IT ClientsWe just published a Temkin Group data snapshot, Tech Vendors: Product and Relationship Satisfaction of IT Clients, 2018.

During Q3 of 2017, we surveyed 800 IT decision-makers from companies with at least $250 million in annual revenues, asking them to rate both the products of and their relationships with 58 different tech vendors. Google, Oracle outsourcing, and Microsoft servers earned the top overall scores, while Autodesk, ADP outsourcing, and Fujitsu received the lowest overall scores. To determine their product rating, we evaluated tech vendors across four product/service criteria: features, quality, flexibility, and ease of use. And we calculated their relationship rating using four different criteria: technical support, support of the account team, cost of ownership, and innovation of company. We also looked at how the average product and relationship scores of tech vendors have changed over the previous four years and found that both product/service and relationship satisfaction have dropped to their lowest levels since the study began.

This research has a report (.pdf) and a dataset (excel). The dataset has the details of Product/Service and Relationship satisfaction for the 58 tech vendors as well as for 31 other tech vendors with sample sizes too small to be included in the published report. Here is a sample of the dataset.

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Here’s a link to last year’s study.

Here are the overall results:

Here are the data graphics in the report:

  1. Questions Used to Drive Analysis
  2. Overall Product & Relationship Satisfaction Ratings
  3. Product & Relationship Satisfaction Component Scores
  4. Top Half in Product Satisfaction Ratings
  5. Bottom Half in Product Satisfaction Ratings
  6. Top Half in Relationship Satisfaction Ratings
  7. Bottom Half in Relationship Satisfaction Ratings
  8. Product & Relationship Satisfaction Component Scores, 2014 to 2017

Report details: When you purchase this research, you will receive a written data snapshot and an excel spreadsheet with more data. The dataset has the details of Product/Service and Relationship satisfaction for the 58 tech vendors as well as for 31 tech vendors with sample sizes too small to be included in the published report. If you want to know more about the data file, download this SAMPLE SPREADSHEET without the data (.xls).

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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 …

Report: The State of CX Metrics, 2017

Purchase and download report: State of Customer Experience (CX) MetricsWe published a Temkin Group report, The State of CX Metrics, 2017.

Temkin Group surveyed 169 companies to learn about how they use customer experience (CX) metrics and then compared their answers with similar studies we’ve conducted annually since 2011. We also had them complete our CX Metrics Program Assessment that evaluates the degree to which these efforts are Consistent, Impactful, Integrated, and Continuous.

Here are some of the highlights:

  • Only 11% of CX metrics programs received “strong” or “very strong” ratings, while 64% of companies received “weak” or “very weak” ratings. Only one out of five companies earned at least a moderate rating for being Integrated.
  • Sixty-five percent of companies are good at collecting and calculating metrics, but less than 20% are good at using analytics to predict future changes in the CX metric.
  • Satisfaction and likelihood to recommend remain the most popular CX metrics, with satisfaction at a transactional level delivering the most positive impact.
  • Only 10% of companies always or almost always make explicit tradeoffs between CX metrics and financial results.
  • Companies identified the lack of taking action based on CX metrics as a top obstacle to their programs. The identification of this as a top problem increased the most between 2016 (54%) and 2017 (62%).
  • We asked companies about their effectiveness at measuring 19 different elements of customer experience. They are most effective at measuring customer service, phone interactions, and customers who are using their products and services. They are least effective at measuring the experiences of prospects, customers who have defected, and multi-channel interactions.
  • When we compared companies with stronger CX metrics programs with those with weaker efforts, we found that the stronger firms have better overall CX results, more frequently use and get value from likelihood to recommend metrics, and report fewer obstacles.

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Here are the results from Temkin Group’s CX Metrics Program Assessment:

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Report Outline:

  • How Companies Are Using CX Metrics
    • Effectiveness of Measuring Different Customer Experiences
  • Competency & Maturity of CX Metrics Programs
    • Temkin Group’s CX Metrics Competency and Maturity Assessment
  • Examining Stronger CX Metrics Programs
  • Assess and Improve Your CX Metrics Programs
    • Build A Strong CX Metrics Program in Five Steps

 

Figures in the Report:

  1. Effectiveness of Components of CX Metrics Programs
  2. Effectiveness of Components of CX Metrics Programs (2015 to 2017)
  3. Use of CX Metrics (2015 to 2017)
  4. Effectiveness of Components of CX Metrics Programs
  5. Effectiveness of Components of CX Metrics Programs (2015 to 2017)
  6. Elements of CX Metrics Programs
  7. Elements of CX Metrics Programs (2015 to 2017)
  8. Problems With CX Metrics Programs (2015 to 2017)
  9. CX Measurement Across The Customer Lifecycle
  10. CX Measurement Across Different Types of Customers
  11. CX Measurement Across Different Types of Customers
  12. CX Measurement Across Different Elements of Experience
  13. CX Measurement Across Different Elements of Experience
  14. Temkin Group’s CX Metrics Program Assessment
  15. Results From Temkin Group Assessment of CX Metrics Programs
  16. Comparing Strong and Weak CX Metrics Programs: Customer Experience and Business Performance
  17. Comparing Strong and Weak CX Metrics Programs: Metrics Tracked
  18. Comparing Strong and Weak CX Metrics Programs: Successful Use of Metrics
  19. Comparing Strong and Weak CX Metrics Programs: Measurement Effectiveness
  20. Comparing Strong and Weak CX Metrics Programs: Obstacles to Success
  21. Percentiles of Results From Temkin Group CX Competency Assessment
  22. Five Steps For Building a Strong CX Metrics Program

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Report: Five Steps For Building A Strong CX Metrics Program

Five steps for building a customer experience metrics programWe published a Temkin Group report, Five Steps For Building A Strong CX Metrics Program.

A robust customer experience (CX) metrics program allows an organization to systematically measure the quality of the experience it delivers to customers and provides insights that help companies spot improvement opportunities, prioritize investments, track CX progress, and unify the organization around a common goal. Despite these benefits, few organizations have actually built a strong metrics program. In this report, we provide a blueprint that organizations can follow to create an actionable CX metrics program. Here are some highlights:

  • Temkin Group has identified five steps an organization must go through to create a strong CX metrics program: 1) Determine a Core CX Metric, 2) Set Achievable Goals, 3) Identify Key Drivers, 4) Establish Key Driver Metrics, and 5) Make the Suite of Metrics Actionable.
  • To illustrate what these steps should look like, we share nearly 30 best practices from companies including Brainshark, Caesars Entertainment, Ciena, Cisco, Horizon BCBSNJ, Oxford Properties, and Wyndham Worldwide.
  • We provide an assessment companies can use to both evaluate the effectiveness of their CX metrics program and identify where to focus improvement efforts.

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Here are the best practices highlighted in the report:

Examples of 5 Steps for An Actionable CX Metrics Program

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Report Outline:

  • Customer Experience Metrics Need a Makeover
  • The Essence of a Strong CX Metrics Program
  • Five Steps for Creating a Strong CX Metrics Program
    • Step #1: Determine a Core CX Metric
    • Step #2: Set Achievable Goals
    • Step #3: Identify Key Drivers
    • Step #4: Establish Key Driver Metrics
    • Step #5: Make the Suite of Metrics Actionable
  • Assess Your CX Metrics Program

 

Figures in the Report:

  1. Problems With CX Metrics Programs
  2. Effectiveness of Component of CX Metrics Programs
  3. Best Practices Across Consistent, Impactful, Integrated, & Continuous
  4. Best Practices Across the Five Steps
  5. How to Craft a Strong Core CX Metric
  6. Use of CX Metrics (2014 to 2016)
  7. Ciena’s Approach to Identifying a Core CX Metric
  8. Tools for Identifying Key Drivers
  9. Examples of Company’s Suites of Metrics
  10. Types of Key Driver Metrics
  11. Ciena’s Inside-out/Outside-In CX Scorecard
  12. Example of Oxford Properties Cascading CX Metrics
  13. Dashboard Metrics: Create Operational Metrics
  14. Tailoring Metrics By Audience: Wyndham Worldwide
  15. Tying Compensation to CX Metrics
  16. Examples of Companies’ Compensation Programs
  17. Temkin Group’s CX Metrics Program Assessment

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Report: State of Voice of the Customer Programs, 2017

State of Voice of the Customer Programs, 2017We just published a Temkin Group report, State of Voice of the Customer Programs, 2017. Here’s the executive summary:

For the seventh straight year, Temkin Group has benchmarked the competency and maturity levels of voice of the customer (VoC) programs within large organizations. This year we surveyed close to 200 large companies and asked them to complete Temkin Group’s VoC Competency and Maturity Assessment, which evaluates their capabilities across what we call the “Six Ds:” Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. This report also includes data from these companies’ responses to help you benchmark your own company’s VoC efforts. We compared this year’s results with those from previous years and found that:

  • While most companies think that their VoC efforts are successful, less than one-quarter of companies consider themselves good at making changes to the business based on the insights.
  • Companies find their VoC programs to be most valuable for “identifying and fixing quick-hit operational issues” and least valuable for “identifying innovative product and service ideas.”
  • Companies expect technology will continue to heavily impact their VoC programs in the future, especially for integrating survey data with CRM and operational data.
  • In the future, companies expect the most important source of insights to be customer interaction history and the least important source to be multiple-choice questions.
  • The most common activity for VoC teams is defining customer experience metrics for their companies, and this activity became even more popular over the past year.
  • Only 14% of companies have reached the two highest levels of VoC maturity (out of six levels), while 46% remain in the bottom two levels.
  • When we compared higher-scoring VoC programs with lower-scoring programs, we found that companies with mature programs are more successful, technology-focused, and mobile-oriented and have more full-time staff and more involved senior executives.
  • Companies with more mature VoC programs identified “integration across systems” as the most common obstacle they face, while less mature VoC programs struggle the most with “cooperation across the organization.”

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Here’s the VoC competency & maturity levels, which is one of 29 graphics in the report:

Voice of the customer competency and maturity levels

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Report Outline:

  • VoC Programs are Successful, But Have Room To Improve
  • Assessing the Maturity of VoC Programs
    • Six D’s: Detect, Disseminate, Diagnose, Discuss, Design, and Deploy
    • Five Levels of VoC Maturity – From Novices to Transformers
  • Anatomy of Successful VoC Programs
  • Propel Your VoC Program to the Next Generation

 

Figures in the Report:

  1. Effectiveness of Voice of the Customer Programs
  2. Evaluation of Voice of the Customer Elements
  3. Where Companies Get Value From VoC Programs
  4. How Technology Enables Voice of the Customer Programs
  5. Changing Importance of Customer Insight Channels
  6. Collecting Customer Feedback Via Mobile
  7. Structure of Voice of the Customer Organizations
  8. Responsibilities of Voice of the Customer Teams
  9. Voice of the Customer Executive Involvement
  10. Obstacles to Voice of the Customer Success
  11. Six D’s of a Successful Closed-Loop Voice of the Customer Program
  12. Maturity Levels of Voice of the Customer Programs
  13. Temkin Group Voice of the Customer Program Competency and Maturity Assessment (Page 1 of 2)
  14. Temkin Group Voice of the Customer Program Competency and Maturity Assessment (Page 2 of 2)
  15. 10 Highest Scoring Competency Questions
  16. 10 Lowest Scoring Competency Questions
  17. Competency Questions That Increased The Most Between 2016 and 2017
  18. Competency Questions That Decreased The Most Between 2016 and 2017
  19. Voice of the Customer Competency and Maturity Levels
  20. Voice of the Customer Competency and Maturity Levels, Changes
  21. Success Rates of VoC Programs Based on VoC Maturity
  22. VoC Insight Sources and Technology Based on VoC Maturity
  23. Mobile VoC Based on VoC Maturity
  24. Areas of Success Based on VoC Maturity
  25. The VoC Organization Based on VoC Maturity
  26. Responsibilities of VoC Teams Based on VoC Maturity
  27. Senior Executive Involvement in VoC Based on VoC Maturity
  28. Key Obstacles Based on VoC Maturity
  29. Percentiles of Results From Temkin Group VoC Competency & Maturity Assessment

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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:

Report: Renovating Your Voice of the Customer Program

renovating your voice of the customer programWe just published a Temkin Group report, Renovating Your Voice of the Customer Program.

Here’s the executive summary:

Voice of the customer (VoC) programs are essential to any customer experience effort. In recent years, VoC efforts have continued to expand and support their organizations; however, going forward they will need to adapt to significant changes in data sources, technology, operational pressures, and consumer behavior. In this report, Temkin Group details how companies can propel their VoC programs into the future by:

  • Identifying Six Customer Insight Trends that will reshape VoC programs: 1) Deep Empathy, Not Stacks of Metrics; 2) Continuous Insights, Not Periodic Studies; 3) Customer Journeys, Not Isolated Interactions; 4) Useful Prescriptions, Not Past Descriptions; 5) Enterprise Intelligence, Not Customer Feedback; and 6) Mobile First, Not Mobile Responsive.
  • Sharing 30 examples that exemplify innovative VoC practices across each of the trends.
  • Helping companies lay the groundwork for VoC innovation with a description of how to drive change through three distinct stages.

For this report, we received submissions of innovative VoC practices from Confirmit, InMoment, Rant & Rave, Qualtrics, Verint, and Walker.

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Here are the best practices described in the report:

Innovative voice of the customer practices

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Report Outline:

  • Voice of the Customer Programs Need an Overhaul
  • Six Trends That Will Reshape VoC and Customer Insights
  • Best Practices For Tapping Into VoC Trends
    • Trend #1: deep Empathy, Not Stacks of Metrics
    • Trend #2: Continuous Insights, Not Periodic Studies
    • Trend #3: Customer Journeys, Not Isolated Interactions
    • Trend #4: Useful Prescriptions, Not Past Descriptions
    • Trend #5: Enterprise Intelligence, Not Customer Feedback
    • Trend #6: Mobile First, Not Mobile Responsive
  • Introduce Innovation Throughout VoC Programs

 

Figures in the Report:

  1. Growing Role of Technology and Insight Sources in VoC
  2. Vendor-Submitted Best Practices By Trend
  3. Vendor-Submitted Best Practices By Trend
  4. Vendor-Submitted Best Practices BY Trend
  5. Innovative VoC Practices Across the Six Customer Insight Trends
  6. Intuit Design for Delight (D4D)
  7. GE Healthcare: Adventure Series
  8. Petsmart: Collecting Non-Mobile Feedback Through Mobile
  9. Mobile Telecommunications: Explore Variation by Channel
  10. Ally Bank: Design Standardized Methods For Prioritizing Insights
  11. Using Text Analytics to Understand Satisfaction Scores
  12. Example of Condensed Survey Design
  13. Probe for Immediate Survey Follow-Up
  14. Example of Mobile-Friendly Alert for Employees
  15. Customer Insights Readiness Checklist
  16. Mobile Feedback Transforms the Six D’s of Voice of the Customer

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The Human Conversational Model (Infographic)

In the report, Humanizing Digital Interactions, we decoded successful person-to-person interactions as a step in developing the Human Conversational Model. It’s the foundation for building compelling interactions with customers. This infographic provides an overview of the model and shows how to apply it to your digital efforts.

Foundations for humanizing customer interactionsYou can download the infographic in several forms:

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 Shift To Customer Journey Insights

THe shift to customer journey insights reportWe just published a Temkin Group report, The Shift To Customer Journey Insights. Here’s the executive summary:

Customer insights are critical to customer experience programs. However, current insights’ efforts tend to focus on individual interactions rather than on a customer’s entire journey, and as a result, they often fail to provide a complete picture of a customer’s experience with the company. This report helps companies shift their insights efforts from concentrating narrowly on single transactions to focusing broadly on customers’ journeys.

Here are some highlights :

  • We developed an approach to help companies create a comprehensive view of journeys called Customer Journey Insights (CJI), which is made up of five strategies: Internal Journey Alignment, Journey Data Farming, Journey Performance Tracking, Journey Visualization, and Journey Prioritization.
  • We share 20 examples of best practices from companies that are applying these strategies to develop a more complete understanding of their customers’ journeys.
  • To help companies master these strategies, we have identified three stages organizations proceed through on their path to enabling customer journeys: 1) Customer Journey Orientation, 2) Customer Journey Enablement, and 3) Customer Journey Mastery.

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Here are the best practices focused around five strategies for shifting towards customer journey insights:

  1. Internal Journey Alignment. Shift the company’s mindset away from siloed interaction success to customer goal facilitation.
  2. Journey Data Farming. Tap into adjacent data sources and make linkages across channels.
  3. Journey Performance Tracking. Overhaul metrics to measure performance across customer journeys.
  4. Journey Visualization. Create mechanisms for communicating insights in a way that reinforces the centrality of customer journeys.
  5. Journey Prioritization. Focus on the journeys, customer segments, and channels that are strategic business priorities.

Customer journey insights best practices

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Report Outline:

  • Customer Insights Need An Overhaul
    • Customer Insights Are Falling Short
  • The Rise of Customer Journey Insights
    • Strategy No. 1: Internal Journey Alignments
    • Strategy No. 2: Journey Data Farming
    • Strategy No. 3: Journey Performance Tracking
    • Strategy No. 4: Journey Visualization
    • Strategy No. 5: Journey Prioritization
  • The Path To Customer Journey Analytics

 

Figures in the Report:

  1. The Changing Importance of Customer Insight Channels
  2. CX Measurement Across Different Interaction Channels
  3. Shift To Customer Journey Insights
  4. Customer Journey Insights Best Practices
  5. Linking Customer Journey InsightsTo A Strategic Goal
  6. Examples Of Data Types And Uses By Channel
  7. Use of CX Metrics
  8. Visualization Of A Financial Services Journey
  9. Design Dashboards Differently For Customer Journeys
  10. Explore Variation by Channel
  11. Identify and Prioritize Specific Customer Journeys
  12. Customer Journey Insights: Common Challenges
  13. The Evolution to Customer Journey Insights

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