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: Lessons in CX Excellence, 2017

1701_lessonsincxexcellence_coverWe just published a Temkin Group report, Lessons in CX Excellence, 2017. The report provides insights from eight finalists in the Temkin Group’s 2016 CX Excellence Awards. The report, which has 62 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 year, we named five organizations the winners of Temkin Group’s 2016 Customer Experience Excellence Award – Business Development Bank of Canada (BDC), Century Support Services, Crowe Horwath, Oxford Properties, and VCA. 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. it 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: Capturing Insights from Online Customer Communities

1612_communityinsights_coverWe published a Temkin Group report, Capturing Insights from Online Customer Communities. Here’s the executive summary:

Companies across a range of industries use online customer communities to augment their customer support, marketing, and product innovation efforts. However, when used thoughtfully, these online communities can provide value far beyond their original purpose. Because these communities signify an ongoing relationship between the company and participating customers, customer insights teams will find that these forums contain a treasure trove of insights. As a result of these deeper relationships, online communities offer unique advantages to voice of the customer (VoC) programs, including Always-on Feedback, Broad and Diverse Insights, Continuous Dialogue, Peer-to-Peer Dynamics, and Employee-to-Community Interactivity. These unique advantages can help companies adapt to the five Customer Insight Trends that are changing the face of 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, and 5) Enterprise intelligence, not customer feedback. To help organizations get the most value from their communities, Temkin Group has highlighted best practices for capturing and using insights from customer communities across these five trends. Companies also must plan for the entire community lifecycle to be successful; this includes Determine Strategy, Structure Community, Recruit Members, Grow and Maintain, and Close Down.

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Online customer communities have some unique attributes that make them a valuable component to voice of the customer programs (one of the 12 figures in the report):

1612_attributesofonlinecommmunities

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Free eBook: 25 Tips For Tapping Into Customer Emotions

1609_ebook_25emotiontips_finalAs part of our CX Day celebration, we’re giving away this free eBook: 25 Tips For Tapping Into Customer Emotions.

Here’s the executive summary:

Emotions play an essential role in how people form judgments and make decisions. Consequently, a customer’s emotional response to an experience with a company has a significant impact on their loyalty to that company. To help you improve your customer experience, we’ve compiled a list of 25 examples from companies who are tapping into customer emotions, which you can emulate at your own organization.

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The eBook contains 25 tips across four areas: Experience Design, Organizational Personality, Organizational Empathy, and Customer Segmentation.

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The bottom line: Apply these lessons to tap into your customers’ emotions

Report: Translating Brand Promises into Employee Behaviors

1608_translatingpromisesintobehaviors_coverWe just published a Temkin Group report, Translating Brand Promises into Employee Behaviors. Here’s the executive summary:

Temkin Group has found that the companies that deliver great customer experience use their brand as a blueprint for how they treat customers, which is why Compelling Brand Values is one of our four customer experience core competencies. Too often organizations put a lot of energy into communicating the brand externally, only to fall short on connecting employees to their role in keeping brand promises. And when employees aren’t connected to these promises, they tend to be less proactive, to act inconsistently, and to care less about their work. In this report, we describe three steps that companies can use to translate their brand promises into employee behaviors: Make promises, Embrace promises, and Keep promises. To illustrate this approach, we share over 20 examples of best practices from companies including Anthem, A&W Food Services of Canada, the city of Centennial, Oklahoma City Thunder, and Quest Diagnostics. To evaluate how well your organization follows this approach, use Temkin Group’s Compelling Brand Promises Assessment.

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Here’s are two of the 15 graphics in the report:

1609_bestpracticemakeembracekeeppromises 1609_promisesmissionvalues

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Report: Five C’s of Mobile VoC Disruption

1607_MobileVOCDisruption_COVERWe just published a Temkin Group report, Five C’s of Mobile VoC DisruptionBest Practices for Embracing the Power of Mobile in Your Voice of the Customer Program.

As mobile continues to grow in importance, companies will need to renovate their voice of the customer (VoC) programs. Why? Because mobile is more than just another communications channel – it is transforming the way that companies and customers interact. To help companies modernize their VoC programs to account for this increase in mobile usage, we’ve identified the key areas in which mobile is different from other channels, what we call the “Five C’s of Mobile VoC Disruption: “Condensed, Comprehensive, Current, Conversational, and Contextual. These disruptive characteristics will force companies to redefine how they capture, share, and act on customer insights. We’ve identified more than 20 best practices that span all areas of a VoC program, including soliciting in-the-moment feedback for key interactions and accelerating the sharing of useful insights. In order to use mobile successfully, companies need to evolve through three stages of change: 1) Mobile-Enabled, 2) Mobile-Adjusted, and 3) Mobile-First.

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Here’s an overview of the Five C’s:

5CsOfMobileVoC

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Report: Customer-Infused Process Improvement

1604_CustomerInfusedProcessImprovement_COVERWe just published a Temkin Group report, Customer-Infused Process Improvement, which provides five strategies for instilling customers’ needs into process improvement methodologies. Here’s the executive summary:

Process improvement and customer experience have traditionally served different roles in a company. However, these two disciplines are starting to intersect as customer experience looks to process improvement to operationalize key customer interactions and process improvement needs customer experience to provide customer-focused insights and continually monitor new processes. Temkin Group proposes that companies bring these two approaches together into Customer-Infused Process Change. This report highlights five strategies critical to driving this new approach: Prioritize Improvements Across Customer Journeys, Embrace Deep Customer Empathy, Involve Customers in Solution Development, Innovate to Meet Latent Needs, and Measure Success with Customer-Focused Metrics. To make process improvement efforts more customer-centric, organizations need to infuse these strategies across all aspects of process improvement.

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It’s time for process improvement to become more focused on customers. Rather than abandoning existing process improvement methodologies, Temkin Group recommends bringing a customer orientation into your efforts. We call this approach Customer-Infused Process Change (CiPC), which we define as:

Driving improvements based on a deep understanding of customer needs.

The report provides best practices across five strategies of CiPC:

  1. Prioritize Improvements Across Customer Journeys: By understanding customer interactions in the context of their broader journeys, companies can invest in process improvements projects that have the most impact on the customer’s experience.
  2. Embrace Deep Customer Empathy: In order to effect sustainable changes, employees impacted by redesigned processes need to understand why these changes are important to customers.
  3. Involve Customers in Solution Development: Process improvement efforts must have resources available to ensure that ongoing, incremental changes can be made based on this customer input.
  4. Innovate to Meet Latent Needs: Customers can’t always articulate what they want; instead, they often describe a slightly improved version of what they already know.
  5. Measure Success with Customer-Focused Metrics: Companies can’t measure the success of process improvement efforts with internally focused, operational metrics.

1604_CustomerInfusedProcess5Strategies

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The bottom line: Process improvements need more customer insights.

Report: The Federated Customer Experience Model

1603_PathtoFederation_COVERWe published a Temkin Group report, The Federated Customer Experience Model. Here’s the executive summary:

When a company starts its customer experience (CX) journey, it often establishes a centralized team to build the necessary internal capabilities and catalyze change. However, that team’s effectiveness can be limited by a number of things, including divided attention within lines of business and a lack of resources to reach across the company. In its 2012 report, The Future of Customer Experience, Temkin Group identified the need for CX efforts to become more federated. To succeed in the long-run, companies need to focus more on embedding CX capabilities across departments and functions through a federated CX model. A federated model is a structure for enabling and coordinating a distributed set of customer experience capabilities, and it operates through centers of excellence—which spread specialized expertise beyond the boundaries of the centralized team—and enterprise CX coordination—which ensures that company-wide goals and standards are in place—and distributed CX skills and mindsets—which infuses customer-centric mindset throughout the company. These centers of excellence include deep analytics, reporting and data visualization, experience design, customer-driven process improvement, and culture change management. Enterprise CX coordination oversees enterprise CX strategy and governance, insights, metrics and reporting, standard methodologies and tools, central CX storylines, and portfolio management. And distributed CX skills and mindsets encompasses CX goal alignment, customer understanding, empathy orientation, improvement focus, and organizational awareness. The path companies take to federation can include multiple phases, such as centrally driven, cross-functional participation, distributed expertise, and federated. As their companies move down this path, successful CX professionals will be the ones who learn the business, coach and advise others, embrace empowerment, and keep learning; or, alternatively, they can choose to specialize and leave the central CX team to join one of the centers of excellence.

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Here are the elements of a Federated CX Model:

1603_FederatedCXModel

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Report: B2B Customer Experience Best Practices

1510_B2B CX Best Practices_COVERWe published a Temkin Group report, Business-to-Business (B2B) Customer Experience Best Practices. This report provides data on the state of customer experience (CX) in B2B as well as 20 CX best practices across five critical B2B processes. Here’s the executive summary:

Temkin Group research shows that although business-to-business (B2B) organizations are raising their customer experience (CX) ambitions, they still have a way to go before achieving their goals. Despite the fact that most large B2Bs have a low level of CX maturity, our research shows that 57% of them aspire to deliver industry-leading customer experience within three years. However, to improve their CX, B2Bs must master Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. Our research uncovered 20 practices that B2Bs can emulate when applying those competencies across these five key business processes: sales and account management, implementation/project execution, support and issue resolution, partner alignment, and product management and innovation. To assess your organization’s CX maturity, use Temkin Group’s Customer Experience Competency Assessment and compare the results to data from other large B2B firms to chart your path to improvement.

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The report examines the state of B2B CX, including the results from large companies that completed Temkin Group’s CX Competency & Maturity Assessment:

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To help B2B organizations raise their CX maturity, we identify 20 best practices for mastering Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. These practices are aligned with five key B2B activities: sales and account management, implementation/project execution, support and issue resolution, partner alignment, and product management and innovation:

1511_B2B5Processes

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Maximizing Value From Customer Journey Mapping

1509_ValueFromCJMs_COVERWe just published a Temkin Group report, Maximizing Value From Customer Journey Mapping. Here’s the executive summary:

Customer Journey Maps (CJMs) are a valuable tool for understanding how customers truly interact across an entire organization, but companies aren’t capturing enough value from their CJM efforts. Creating a CJM is only the first step in the process for change; the real benefit comes from using the insights from CJMs to drive action. In this report, we identify 23 best practices for using CJMs, and these practices cut across five areas: 1) Find and Fix Problems, 2) Build a Customer-centric Mindset, 3) Design Innovative Experiences, 4) Create Strategic Alignment, and 5) Refine Customer Measurement. To truly maximize value from customer journey maps, companies need to set themselves up for success by establishing organizational alignment, determining if outside help is needed, training key stakeholders in customer journey mapping, and scaling customer journey mapping techniques across the organization by employing Customer Journey Thinking.

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Here are the 23 best practices in the report:1509_CJMbestpractices

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The bottom line: Get more value from your CJM efforts.

Report: Unlocking Customer Insights From Contact Centers

1505_UnlockingInsightsFromContactCenters_COVERWe just published a Temkin Group report, Unlocking Customer Insights From Contact Centers: From Agent Productivity to Enterprise Intelligence. Here’s the executive summary:

Companies have traditionally viewed their contact centers as cost centers and have consequently focused most of their energy on making agents as efficient as possible. However, companies are now beginning to realize that contact centers actually contain a wealth of deep, untapped information about customers. Temkin Group recommends that companies tap into this rich vein of information by shifting their focus away from agent productivity and towards enterprise intelligence. To construct a more holistic picture of their customers’ experiences, companies should take the unsolicited, unstructured voice of the customer (VoC) feedback they capture in the contact center and combine it with data they collect from other sources, such as CRM and digital analytics. In this report, we outline how companies’ efforts should shift across each of the Six D’s of a VOC program: Detect, Disseminate, Diagnose, Discuss, Design, and Deploy. To start the transformation away from agent productivity and towards enterprise intelligence, companies need to focus on data integration, analyzing the entire customer journey, forming a cohesive governance structure, and developing new roles and skills for employees.

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In the report, we describe these best practices for shifting the focus of customer insights in the contact center from agent effectiveness to enterprise insights:

1507_ContactCenter6Ds3

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Report: Activating Middle Managers to Drive CX Change

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

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

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

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

Report: The Secret to B2B2C Customer Experience Success

1412_B2B2CCX_COVERWe published a Temkin Group report, The Secret to B2B2C Customer Experience Success. When a company doesn’t have sole control over the customer relationship, it has to recognize the entire system of relationships that influence the end customer’s experience, focusing on what we call B2B2C CX management. Here’s the executive summary:

Many companies reach their end customers through a variety of channel partners—from independent agents and dealerships, to resellers and distributors. Temkin Group defines B2B2C customer experience as enhancing the end customer experience in a way that satisfies the needs of channel partners. The B2B2C environment is complex and full of challenges that hamper companies’ ability to deliver great customer experience to their end customers, such as a lack of alignment with partners or a limited understanding of customers. Our research uncovered five B2B2C CX capabilities that companies require to succeed in delivering a great experience to end customers: Voice of the Partner, Customer Insights Cooperation, CX Capabilities Development, Partner Engagement, and Channel Management Collaboration. We also identified three prototypical B2B2C structures that impact how companies should apply the B2B2C CX capabilities for the most effective outcome. Use Temkin Group’s assessment to identify your company’s B2B2C structure.

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Here’s an overview of the five B2B2C CX capabilities:

B2B2CCXCapabilities

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The bottom line: Engage your partners to engage your customers.