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.

Download report for $495
(includes Excel spreadsheet with data)
BuyDownload3

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).

Download report for $495
(includes Excel spreadsheet with data)
BuyDownload3

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.

 

Download report for $195
Purchase and download Temkin Group data snapshot, Customer Experience Expectations and Plans for 2018

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

Download report for $195
Purchase and download Temkin Group data snapshot, Customer Experience Expectations and Plans for 2018

Report: Channel Preferences Benchmark, 2018

Purchase and download Channel Preferences Data SnapshotWe just published a Temkin Group data snapshot, Channel Preferences Benchmark, 2018.

Here’s the executive summary: 

In Q3 2017, we surveyed 10,000 U.S. consumers about their channel preferences when performing 12 different activities – such as selecting a life insurance policy or applying for a new credit card – and compared their responses to the results of a similar study we conducted in Q3 2016. This data snapshot examines how channel preferences vary across age groups, how these preferences have changed over the past year, and how channel preferences differ across multiple activities.

Here are previous benchmarks from 2016, 2015, and 2014.

Download report for $195
Purchase and download Temkin Group data snapshot, Channel Preferences Benchmark, 2018

Here is an excerpt from one of the 14 charts in the report:

Channel Preferences of U.S. Consumers Shows Desire For Digital Channels

Here are all of the data charts int he report:

  1. Channel Preferences Across Multiple Activities
  2. Channel Preferences: Changes between 2016 and 2017
  3. Channel Preference By Age: Check the Delivery Status of a Purchase You Made
  4. Channel Preference By Age: Check the Balance on a Savings or Checking Account
  5. Channel Preference By Age: Update Your Address on an Account After You Move
  6. Channel Preference By Age: Purchase a New Book
  7. Channel Preference By Age: Apply for a New Credit Card
  8. Channel Preference By Age: Change the Beneficiary on a Life Insurance Account
  9. Channel Preference By Age: Resolve a Technical Problem with Your Computer
  10. Channel Preference By Age: Purchase a New Auto Insurance Policy
  11. Channel Preference By Age: Select a Life Insurance Policy
  12. Channel Preference By Age: Investigate a Mistake in Your Monthly Cell Phone Bill
  13. Channel Preference By Age: Open a New Investment Account
  14. Channel Preference By Age: Schedule a Medical Procedure

Download report for $195
Purchase and download Temkin Group data snapshot, Channel Preferences Benchmark, 2018

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.

Download report for $195
Purchase and download Temkin Group research report, Lessons in Customer Experience Excellence, 2018

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.

Download report for $195
Purchase and download report: State of Customer Experience Metrics

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

Download report for $195
Purchase and download report: State of Customer Experience Metrics

Dataset: 2017 Temkin Loyalty Index, UK

In our Q1 2017 UK consumer benchmark study, we asked 5,000 UK consumers to rate their loyalty with the companies that they had interacted with during the previous 90 days. The analysis examined four areas of loyalty: Likelihood to repurchase, likelihood to recommend, likelihood to forgive, and likelihood to trust. Then we combined those components to calculate the Temkin Loyalty Index for 157 companies across 16 industries.

Download dataset for $295+
(see sample spreadsheet)
BuyDownload3

You can purchase and download the dataset, which includes companies that had at least 85 respondents. The excel spreadsheet includes the four areas of loyalty and the overall TLi for 157 companies. along with the industry averages.

Download dataset for $295+
(see sample spreadsheet)
BuyDownload3

Report: 2017 Temkin Experience Ratings of Tech Vendors

Temkin Experience Ratings of Tech Vendors Benchmarks Customer ExperienceWe just published a Temkin Group report 2017 Temkin Experience Ratings of Tech Vendors that rates the customer experience of 58 large tech vendors based on a survey of 800 IT decision makers from large North American firms. This is the sixth year of the ratings, here are links to the 2012, 201320142015, and 2016 ratings.

Here is the executive summary of the report:

The 2017 Temkin Experience Ratings of Tech Vendors evaluates the customer experience of 58 large technology vendors. We surveyed 800 IT decision-makers from large companies regarding three components – success, effort, and emotion – of their experiences with these IT providers. Here are some of the highlights:

  • Out of all the vendors we looked at, VMware, IBM software & IBM SPSS, and Google earned the highest ratings, while ADP outsourcing, Unisys, Autodesk, and Fujitsu received the lowest.
  • When we compared this year’s results with data from the previous five Temkin Experience Ratings of Tech Vendors, we found that the average rating dropped over the past year, down from 58% in 2016 to 54% in 2017.
  • Compared with companies in the bottom quartile of the Temkin Experience Ratings, those in the upper quartile have customers who are 1.3 times more likely to repurchase from them, 2.5 times more likely to try new offerings, and 2.1 times more likely to forgive the company if it makes a mistake.
  • Companies in this upper quartile of ratings have a Net Promoter Score that’s an average of 28 points higher than their bottom quartile counterparts.
  • To improve customer experience, tech vendors will need to master Four CX Core Competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

Download for $695, includes report (.pdf) and data file (.xls)
[Download sample of data file (.xls)]
BuyDownload3

The Temkin Experience Ratings of Tech Vendors evaluates three areas of customer experience: success (can customers achieve what they want to do), effort (how easy is it for customers to do what they want to do), and emotion (how do customers feel about their interaction). Here are the overall results:

Read More …

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.

Download report for $195
Buy a customer experience metrics report

Here are the best practices highlighted in the report:

Examples of 5 Steps for An Actionable CX Metrics Program

Download report for $195
BuyDownload3

Report: Temkin Loyalty Index, 2017

Temkin Loyalty Index Report 2017We published a Temkin Group report, Temkin Loyalty Index, 2017. This is the third year of this study that examines the loyalty of 10,000 U.S. consumers to 329 companies across 20 industries.

To determine companies’ Temkin Loyalty Index (TLi), we asked respondents to rate how likely they are to exhibit five loyalty-related behaviors: repurchasing from the company, recommending the company to others, forgiving the company if it makes a mistake, trusting the company, and trying the company’s new offerings.

Download report for $295
(Includes report plus dataset in Excel. See sample spreadsheet (.xls))
Buy Temkin Loyalty Index 2017 Report

Temkin Group’s TLi is based on evaluating consumers’ likelihood to do these five things (data for these items are included in the dataset):

  • Repurchase from the company
  • Recommend the company to others
  • Forgive the company if it makes a mistake
  • Trust the company
  • Try new offerings from the company

Here are some highlights of the research:

  • ACE Rent A Car and Advantage Rent-A-Car earned the highest TLi, while Time Warner Cable earned the lowest.
  • Supermarkets engender the strongest loyalty in their customers, while TV/Internet service providers engender the least.
  • NFCU and ACE Rent a Car most outpace their industries, while Spirit Airlines and Avis lag the farthest behind.
  • Customers are most likely to recommend ACE Rent a Car, AmazonFresh, and NFCU and least likely to recommend Time Warner Cable, Comcast, and Cox Communications.
  • Customers are most likely to repurchase from Publix, H-E-B, and Trader Joe’s and least likely to repurchase from Time Warner Cable, Comcast, and Cox Communications.
  • Customers are most likely to forgive Advantage Rent-A-Car, ACE Rent A Car, Fujitsu and NFCU and least likely to forgive Comcast, Time Warner Cable, and Cox Communications.
  • Customers are most likely to try a new offering from ACE Rent A Car, Advantage Rent-A-Car, and Siemens and least likely to show product loyalty to Fifth Third, Citizens, and Time Warner Cable.
  • USAA and NFCU are the most trusted companies, while Time Warner Cable, Comcast, and Cox Communications are the least. All of the industries saw an increase in loyalty over last year, though utilities saw the most dramatic improvement.

Here are the top and bottom rated companies:

2017 Top and Bottom companies in the Temkin Loyalty Index

Here are the overall industry average TLi:

Temkin Loyalty Index range of industry scores

Download report for $295
(Includes report plus dataset in Excel. See sample spreadsheet (.xls))
BuyDownload3

Here are the 2016 Temkin Loyalty Index and the 2015 Temkin Loyalty Index.

Methodology

We report on companies that have feedback form at least 100 consumers who have interacted with the company over the previous 90 days. This ends up in 329 companies across 20 industries. The TLi is the average of five different measures of loyalty for each of those companies:

Temkin Loyalty Index methodology

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.”

Download report for $195+
Buy the State of the Voice Of the customer programs report

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

Voice of the customer competency and maturity levels

Download report for $195+Buy the state of the voice of the customer programs report

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!

Report: Net Promoter Score Benchmark Study, 2017

Net Promoter score benchmark study, 2017We published a Temkin Group report, Net Promoter Score Benchmark Study, 2017. This is the sixth year of this study that includes Net Promoter® Scores (NPS®) on 299 companies across 20 industries based on a study of 10,000 U.S. consumers.

Here’s the executive summary:

Many large companies use Net Promoter® Score (NPS) to evaluate their customers’ loyalty. To compare scores across organizations and industries, Temkin Group measured the NPS of almost 300 companies across 20 industries based on a survey of 10,000 U.S. consumers. Here are the highlights from this benchmark:

  • With an NPS of 66, USAA’s insurance business earned the highest score in the study for the fifth year in a row.
  • Comcast received the lowest NPS for the third year in a row with a score of -9.
  • The industry average for NPS ranged from a high of 43 for auto dealers down to a low of 9 for TV & Internet service providers.
  • Citibank, whose NPS lagged 35 points behind the banking average, fell the farthest behind its peers.
  • All industries saw their average NPS decline over the past year, though Utilities dropped the most.
  • 18- to 24-year-old consumers give companies the lowest NPS (with an average score of 17 across industries), while consumers 65 and older give the highest NPS (with an average score of 38 across industries).
  • NPS is highly correlated with customer experience. On average, customer experience leaders enjoy an NPS over 18 points higher than customer experience laggards.

See the NPS Benchmark Studies from 2012, 201320142015, and 2016.

Here’s a list of companies included in this study (.pdf).

Download report for $495
(includes report (in .pdf) plus dataset in Excel)
Purchase Net Promoter Score (NPS) benchmark

Here are the NPS scores across 20 industries:
range of net promoter scores across industries

Download report for $495
(includes report (in .pdf) plus dataset in Excel)
buy Net Promoter Score (NPS) Benchmark Study

If you want to know what data is included in this report and dataset, download this sample Excel dataset file.download Net promoter score study data sets

If you’re looking to create a strong NPS program, check out our VoC/NPS Resource Page.

P.S. Net Promoter Score, Net Promoter, and NPS are registered trademarks of Bain & Company, Satmetrix Systems, and Fred Reichheld.

Report: Tech Vendor NPS Benchmark, 2017 (B2B)

tech vendor NPS benchmark studyWe just published a Temkin Group report, Tech Vendor NPS Benchmark, 2017. The research examines Net Promoter Scores® (NPS®) and the link to loyalty for 58 tech vendors based on feedback from 800 IT decision makers in large North American organizations. We also compared overall results to our benchmarks from the previous five years. Here’s the executive summary:

For the sixth year in a row, we looked at the correlation between NPS and loyalty for technology vendors. To examine this link, we surveyed 800 IT decision-makers from large North American firms, asking about their relationships with their technology providers. Through this research, we found that:

  • Across the 58 tech vendors we examined, NPS ranged from +43 to -22.
  • Microsoft, SAS, Google, and VMware earned the highest NPS, while Accenture consulting, ACS, Autodesk, and Fujitsu received the lowest.
  • Overall, the average NPS for the tech vendor industry decreased by more than eight points from last year, down from 29.9 to 21.4 – the lowest level of any year we’ve studied.
  • Our analysis shows that NPS is correlated to customers’ willingness to spend more with tech vendors, try their new products and services, forgive them after a bad experience, and act as a reference for them with prospective clients.
  • When it comes to loyalty, IT decision-makers are most likely to purchase more from Microsoft and HP, try new offerings from Microsoft and Google, forgive SAS and Microsoft if they make a mistake, and act as a reference for Apple and IBM SPSS.

The report includes graphics with data for NPS, likelihood to repurchase, Temkin Forgiveness Ratings, and Temkin Innovation Equity Quotient (likely to try new offerings).. The excel spreadsheet includes this data (in more detail) for the 58 companies as well as summary data for other tech vendors with less than 40 pieces of feedback. It also includes the summary NPS scores from 2016.

Download report for $695
Purchase includes Excel spreadsheet with data.
Download sample spreadsheet to see details. 
buy tech vendor nps benchmark study

As you can see in the chart below, the NPS ranges from a high of 43 for Microsoft servers down to  a low of -22 for Fujitsu.the Net promoter score of 58 tech vendors

The industry average NPS decreased from 29.9 last year to 21.4 this year this year.

the average net promoter score for tech vendors

Report details: The report includes graphics with data for NPS, likelihood to repurchase, Temkin Forgiveness Ratings, and Temkin Innovation Equity Quotient (likely to try new offerings).. The excel spreadsheet includes this data (in more detail) for the 58 companies as well as summary data for other tech vendors with less than 40 pieces of feedback. It also includes the summary NPS scores from 2016.

Download report for $695
Purchase includes Excel spreadsheet with data.
Download sample spreadsheet to see details. 
download net promoter score for tech vendors report

Note: See our 2016 NPS benchmark2015 NPS benchmark2014 NPS benchmark2013 NPS benchmark and 2012 NPS benchmark for tech vendors as well as our page full of NPS resources.

P.S. Net Promoter Score, Net Promoter, and NPS are registered trademarks of Bain & Company, Satmetrix Systems, and Fred Reichheld.

2017 Temkin Online Ratings (U.S.): USAA, Advantage Rent-A-Car, and Amazon.com On Top

Temkin Group published the 2017 Temkin Online Ratings. Based on a study of 10,000 U.S consumers, the ratings benchmarks the online experience delivered by 282 companies across 20 industries.

USAA took the top two spots for its banking and insurance businesses, and its credit card business tied for 4th. Advantage Rent-A-Car took third place and Amazon.com tied for 4th. Four TV/Internet service providers earned the lowest scores: Comcast, Cox Communications, Spectrum, and Time Warner Cable. Here’s a list of all of the companies.

You can see all of the high-level results on the Temkin Ratings website, or purchase a full dataset.

Purchase dataset for $295+
(see sample spreadsheet)2017 Temkin group online ratingsOnline ratings by industry online ratings industry leaders and laggards

Purchase dataset for $295+
(see sample spreadsheet)buy the online ratings report