Category: Research Reports

New Research Digs Into Industries And Consumer Feedback Patterns

Bruce Temkin, CCXP

The XM Institute is kicking off the year with a research bang.

In a previous post, I mentioned two reports from late last year that show the business value of CX, The ROI of CX and What Consumers Do After a Bad Experience. Since then, we’ve actually published a number of new research reports with an emphasis on industry-specific data. These reports are based on a survey of 10,000 U.S. consumers and examine almost 300 companies over 20 industries.

Enjoy these free reports:

200120_XMIResearch

Industry CX Snapshots

2001_CXRetailIndustryGraphics_v1This series of reports dig into CX data for a number of industries:  Airline, Auto, Banking, Health Insurance, Hotel, Insurance, and Retail.

Each Industry Snapshot looks at how the highlighted industry’s XMI Customer Rating compares to the Ratings of the other 19 industries and examines the connection between a customer’s experience and the likelihood that they will recommend, rebuy from, and trust a company within that industry. These Industry Snapshots also explore the potential cost of delivering poor experiences, the most broken journeys within each industry, and how experience perceptions differ across age groups

How Consumers Give Feedback

Download the free report, Data Snapshot: How Consumers Give Feedback

2001_HowConsumersGiveFeedback_Graphics1Did you ever wonder what channels consumers use to give feedback, and how that differs between good and bad experiences and across age groups? Then this is a great report for you.

We found that people are more likely to talk about bad experiences than good experiences. When consumers do tell someone about an experience, only one-fifth of consumers provide that feedback directly to the company. We also looked at how consumer behavior differs across age groups.

New Research Shows Strong ROI of CX

Bruce Temkin, CCXP

The XM Institute has published new research that examines the impact that customer experience has on the loyalty of U.S. consumers across 20 industries. You can download these reports for free:

  • The ROI of Customer Experience. This research examines the correlation between customer experience and the likelihood of consumers to exhibit the following behaviors: purchase more products or services, recommend a company, forgive a company, trust a company, or try a company’s new product or service.
  • Data Snapshot: What Happens After a Bad Experience, 2019. This research shows how often consumers run into bad experiences, and then examines how consumer spending changes based on those miscues.

The graphics below from The ROI of Customer Experience show a strong correlation between good customer experience and improved levels of consumer loyalty. While these graphics cover some of the overall findings, the report also includes data showing the impact of CX on loyalty for 20 industries.

1912_ROIofCX_v2.png

The graphics below are from the Data Snapshot: What Happens After a Bad Experience, 2019. As you can see, the percentage of consumers reporting bad experiences ranges from a high of 17% for TV/Internet service providers to a low of 3% for retail and streaming media. We also found that the impact that a bad experience has on spending is greatest in fast food and smallest in health insurance and utilities.

AfterBadCX_v1

Remember, you can download these research reports and many, many more for free from the XM Institute.

The bottom line: If you improve CX, you’re very likely to improve customer loyalty.

New Research: The Global State of XM

Bruce Temkin, CCXP

GlobalStateOfXMThe XM Institute published a new report, The Global State of Experience Management (“XM”). The research is based on a survey of more than 1,200 senior executives from across six countries: Australia, Canada, Germany, Japan, the UK, and the U.S..

Before I share some of the findings, I just want to say that this report is free to download. As I’ve mentioned in the past, one of the cool things about moving to Qualtrics is that we get to share more of our research like this. Now on to my commentary…

First of all, we found that executives around the world regard XM as important – which is not surprising given its correlation with sales growth and profitability. However, the degree to which they focus on XM varies between countries.

Canadian executives are most likely to consider improving XM a top organizational priority, while German executives are least likely. Additionally, which experience areas executives are most concerned with improving also differs from country to country. Respondents from Germany and the U.S. are most focused on customer experience (CX), respondents from Australia and Canada are most focused employee experience (EX), respondents from Japan are most focused on product experience (PX), and respondents from the UK are equally focused on EX and brand experience (BX).

This report also examines how executives expect to use customer and employee feedback in the coming year as well as what obstacles are impeding their path to XM success. Organizations that are leading the way with XM most often describe technology limitations as an obstacle, while firms that are lagging in XM point to a lack of a clear strategy as a key obstacle.

Go ahead and download the report… it’s free.

The State of CX Management, 2019

Bruce Temkin, CCXP

I’m particularly happy to announce a new research report, The State of CX Management, 2019. In the past, Temkin Group published similar research and we charged for the reports. One of the great things about now being a part of the XM Institute is that we can give it away for free.

To understand the current state of customer experience (CX) management, we surveyed 212 CX professionals around the world from companies with at least $500 million in annual revenues. Respondents at these large firms not only answered questions about their organizations’ CX efforts, they also completed our CX Competency & Maturity Assessment, which evaluates the Six Experience Management (XM) Competencies: Lead, Realize, Activate, Enlighten, Respond, and Disrupt.

Since you can easily download the report, I won’t provide a full summary. Instead, here are some of my favorite data points along with additional commentary:
  • The focus on CX is growing. Eighty-one percent of respondents plan to increase their focus on CX in the upcoming year, while only 4% plan a decrease. That represents significant momentum for CX.
  • CX and EX make sense together. Seventy-two percent of respondents felt that it was at least moderately important to improve employee experience (EX) while they are improving customer experience. That shouldn’t be a surprise. As I’ve said in the past, CX and EX are inextricably linked.
  • CX professionals are leading the way. About two-thirds of companies have a senior executive in charge of CX and a centralized CX team. And a third of those CX teams have 11 or more full-time employees. This makes me feel great. When we launched the Customer Experience Professional’s Association in 2010, our hope was to create a thriving CX profession… we’re there! Check out my comments about the future of the CX profession.
  • Digital channels need an XM infusion. When we asked respondents to evaluate the experiences they deliver across multiple channels, the two experiences they rated most highly were on the phone with an agent (59% said it was at least good) and in a store/branch (41% said it was at least good). Digital channels fell well behind. Companies not only need to better understand these experiences, but they should also learn from human interactions. Check out our report, Humanizing Digital Interactions (yes, that one’s also free).
  • Companies get in their own way. What challenges do companies typically encounter as they work to improve their CX? At the top of the list is other competing priorities, which was selected by 59% of respondents. This has been the top problem for years. It’s important that CX teams link their efforts to business results that the company cares about and the individual goals of the senior executives. It’s worth taking a look at another free report, Activating Executive Commitment.

Comparing CX Leaders With CX Laggards

The XM Institute has built an XM maturity model based on the Six XM Competencies. Respondents completed our assessment and only 6% of companies ended up in the top two (out of five) stages of maturity. We compared companies with higher levels of maturity (CX leaders) with those who had lower levels of maturity (CX laggards). When compared with CX laggards, we found that CX leaders:

  • Enjoy stronger financial results. Seventy-one percent of CX leaders report that their CX efforts had a positive impact their financial performance over the previous year, while only 38% of CX laggards report the same.
  • Have more senior executive support. Fifty-seven percent of CX leaders consider their most senior leader, such as their CEO, to be a “strong” or “very strong” champion of CX, compared with only 38% of CX laggards.
  • Have more coordinated CX programs. Sixty-four percent of CX leaders report having significant CX efforts underway across the company with significant coordination across these efforts, compared to only 26% of CX laggards.
  • Foster a more empathetic culture. The two groups differ across a number of cultural elements. We found the largest gap in agreement with the statement our organization demonstrates empathy for its customers; 80% of CX leaders agreed, while only 37% of CX laggards agreed.
  • Deliver better digital experiences. As you’d expect, CX leaders report delivering a higher percentage of “good” and “very good” experiences across every interaction channel we examined. Leaders and laggards diverge most when it comes to the experience they deliver in mobile apps, online self-service, and online chats.

As I’ve said, we’re excited to be publishing this research as part of the XM Institute. Make sure to download the free report, The State of CX Management, 2019.

Operationalizing XM: The Report

Bruce Temkin, CCXP

I’m super excited to announce the publication of new research from the Qualtrics XM Institute, “Operationalizing XM.” It describes how organizations can tap into experience management (XM) to continuously learn, propagate insights, and rapidly adapt—capabilities that can be used by just about every organization. It’s a must read (and a free download) for anyone who cares about or is just interested in XM.

1907_FreeReportXMI_Button_v1

The report outlines the XM Operating Framework, and goes into detail on Six XM Competencies.

1907_XMOFand6XMComps

Here’s the executive summary of the report:

An ever-increasing flow of information is shifting power from institutions to individuals, while new technologies are redefining business models and shortening product lifecycles. To succeed in this environment, organizations need to adopt a new approach that focuses more on the experiences of human beings throughout their ecosystem. How? By developing a discipline called Experience Management (XM). This report introduces this new approach and provides details around:

  • The XM Operating Framework, which is built on a combination of competency, technology, and culture.
  • The six XM Competencies—LEAD, REALIZE, ACTIVATE, ENLIGHTEN, RESPOND, and DISRUPT—that organizations should focus on to improve their XM capabilities.
  • The five stages of XM maturity that companies will progress through as they master the six Competencies: 1) Investigate, 2) Initiate, 3) Mobilize, 4) Scale, and 5) Embed. This report also includes an XM Competency & Maturity Assessment organizations can use to calculate their own maturity levels.
  • The XM Diffusion path that companies should follow as they expand their XM efforts across their entire enterprise.

Report: Net Promoter Score Benchmark Study, 2018

Bruce Temkin, CCXP

Temkin Group Net Promoter Score (NPS) BenchmarkWe published a Temkin Group report, Net Promoter Score Benchmark Study, 2018. This is the seventh year of this study that includes Net Promoter® Scores (NPS®) on 342 companies across 20 industries.

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 342 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 65, USAA’s banking business earned the highest score in the study, followed closely by its insurance business and Navy Federal Credit Union.
  • Spectrum and Consolidated Edison of NY received the two lowest NPS, with scores of -16 and -12 respectively.
  • The industry average for NPS ranged from a high of 39 for auto dealers and streaming media down to a low of 0 for TV/Internet service providers.
  • USAA’s and Navy Federal Credit Union’s scores both outpaced the banking industry average by more than 40 points, while Motel 6’s and Super 8’s scores both fell nearly 30 points behind the hotel industry average.
  • Only five industries saw their average NPS increase over the past year. Of those, airlines’ and utilities’ scores increased the most, going up three points each.
  • Although a majority (54%) of companies’ NPS declined over the previous year, three companies – BCBS of Florida, Fairfield Inn, and Ameren Illinois Company – actually increased their NPS by more than 20 points since 2017.
  • 18- to 24-year-old consumers give companies the lowest NPS, with an average score of 3 across all industries. Meanwhile, two age groups – consumers between the ages of 25 and 34 and those who are older than 74 – tied for giving the highest NPS, with an average score of 36 across industries.
  • NPS is highly correlated with customer experience. On average, customer experience leaders enjoy an NPS that is 21 points higher than the NPS of customer experience laggards.

See the NPS Benchmark Studies from 2012, 2013, 2014, 2015, 2016, and 2017.

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

Download report for $495+
(includes report (in .pdf) plus dataset (.xlsx)
Check out this sample of the dataset
Purchase Net Promoter Score (NPS) benchmark

Here are the top and bottom 10 companies:

Here are the NPS scores across 20 industries:
Temkin Group Net Promoter Score (NPS) Benchmark Industry Scores

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Check out this sample of the dataset
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Report Outline:

  • USAA and Navy Federal Credit Union Earn Top NPS Across 342 Companies
    • USAA and Navy Federal Credit Union Earn Top Spots in NPS Rankings
    • NPS Increases With Age
  • Want Higher NPS? Improve Customer Experience

 

Figures in the Report:

  1. Temkin Group Measured Net Promoter Scores For 342 Companies Across 20 Industries
  2. Net Promoter Scores (NPS): Top and Bottom 20 Companies
  3. Range of Net Promoter Scores (NPS) Across Industries
  4. Net Promoter Scores (NPS) By Industry (Page 1)
  5. Net Promoter Scores (NPS) By Industry (Page 2)
  6. Net Promoter Scores (NPS) By Industry (Page 3)
  7. Net Promoter Scores (NPS) By Industry (Page 4)
  8. Net Promoter Scores (NPS) By Industry (Page 5)
  9. Promoters, Passives, and Detractors By Industry
  10. Net Promoter Scores (NPS): Most Above and Below Industry Average
  11. Industry Average NPS, 2016 to 2018
  12. Net Promoter Scores (NPS): Largest Gains and Losses Between 2017 and 2018
  13. Net Promoter Score (NPS) by Age by Industry
  14. Customer Experience Correlates To Net Promoter Scores (NPS)

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(includes report (in .pdf) plus dataset (.xlsx)
Check out this sample of the dataset
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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 & Loyalty Benchmark, 2018 (B2B)

Bruce Temkin, CCXP

We just published Temkin Group’s annual Tech Vendor NPS & Loyalty Benchmark Study. Here’s the executive summary:

Temkin Group Net Promoter Score (NPS) & Loyalty Benchmark Study of B2B Tech VendorsFor the seventh year in a row, we have calculated the Net Promoter Score® (NPS®) of over 60 technology vendors and analyzed the correlation between NPS and four client loyalty behaviors – likelihood of repurchasing from that technology vendor, likelihood of trying new offerings, likelihood of forgiving the vendor if it makes a mistake, and willingness to act as a reference for the vendor. To gather this data, we surveyed 800 IT decision-makers from large North American firms about their relationships with their technology providers. Through this research, we found that:

  • Across the 61 tech vendors we examined, NPS ranged from +51 to -22.
  • VMware, IBM software products, DellEMC, and Microsoft server software earned the highest NPS, while Check Point, Splunk, and Alcatel-Lucent received the lowest.
  • Overall, the average NPS for the tech vendor industry stayed steady from last year, declining only slightly from 21.4 in 2017 to 21.2 this year.
  • Our analysis shows that NPS is strongly 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.
  • In addition to examining NPS, the research also provides a benchmark of several areas of loyalty. IT decision-makers are most likely to purchase more from DellEMC and Microsoft server software, try new offerings from Oracle outsourcing and Dell outsourcing, forgive Oracle outsourcing and Micro Focus if they make a mistake, and act as a reference for AWS and IBM outsourcing.

This report includes a .pdf report and a spreadsheet with the company-level data. You can see a sample of the data spreadsheet (.xls).

Download report for $695+
ROI of Customer Experience (CX), 2018

Here are two of the 11 graphics in the report:

Download report for $695+ROI of Customer Experience (CX), 2018

Report Outline:

  • Net Promoter Scores for 61 Tech Vendors
    • VMware Earns Top Net Promoter Score
    • Net Promoter Score Correlates to Multiple Aspects of Loyalty

 

Figures in the Report:

  1. Net Promoter Score (NPS) of 61 Tech Vendors
  2. Average NPS for Tech Vendors, 2012 to 2018
  3. Likelihood of Repurchasing from Tech Vendors
  4. NPS Versus Likely to Repurchase
  5. NPS Responses Versus Likely to Repurchase
  6. Temkin Innovation Equity Quotient(TIEQ) of Tech Vendors
  7. NPS Versus Temkin Innovation Equity Quotient
  8. Temkin Forgiveness Ratings (TFR) of Tech Vendors
  9. NPS Versus Temkin Forgiveness Ratings
  10. Willingness to Act As A Reference For Tech Vendors
  11. NPS Versus Willingness To Act As A Reference

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

Report: ROI of Customer Experience, 2018

Bruce Temkin, CCXP

ROI of Customer Experience (CX), 2018We just published a Temkin Group report, ROI of Customer Experience, 2018. Here’s the executive summary:

To understand the connection between customer experience (CX) and loyalty, we examined feedback from 10,000 U.S. consumers describing both their experiences with and their loyalty to different companies. The CX scores used in this model come from the 2018 Temkin Experience Ratings (TxR), which evaluated 318 companies across 20 industries. Our analysis shows that:

  • The correlation between CX and repurchasing is very high (Pearson correlation= 0.82).
  • There’s a 21-point difference in Net Promoter Score between consumers who’ve had a very good experience with a company and those who’ve had a very poor experience.
  • CX is made up of three components – success, effort, and emotion. While all three elements impact customer loyalty, an improvement in emotion drives the most significant increase in loyalty.
  • We built a model to estimate how a modest improvement in CX would impact the revenue of a typical $1 billion company across in 20 industries. On average, companies can gain $775 million over three years. Software companies stand to earn the most ($1 billion over three years), while utilities stand to earn the least ($476 million over three years).
  • The report contains data charts showing how loyalty levels change based on customer experience across 20 industries.
  • We also describe a five-step process for calculating the ROI of CX for your organization.

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ROI of Customer Experience (CX), 2018

Here are two of the 14 graphics in the report:

Correlation between customer experience (CX) improvement and future purchase intentionsRevenue increase from improvement in customer experience (CX)

Download report for $195+ROI of Customer Experience (CX), 2018

Report Outline

  • Customer Experience Is Highly Correlated With Loyalty
    • Correlates with repurchasing
    • Links to Net Promoter Score
    • Significantly impacts emotion
  • CX Improvements Results: Up to $1.1B In Revenue Over Three Years
  • CX and Loyalty Across 20 Industries
    • Recommend a company
    • Repurchase from a company
    • Trust a company
    • Forgive a company
    • Try a new offering right away
  • Build Your Own CX ROI Model

 

Figures in the Report:

  1. Customer Experience Correlates to Future Purchase Intentions
  2. Customer Experience Correlates to Net Promoter® Scores (NPS®)
  3. Impact of Success, Effort, and Emotion on Loyalty (Average Across 20 Industries)
  4. Elements Used in Model to Derive Revenue Impact Based on Improvement in Customer Experience
  5. Improvements in Customer Loyalty From Modest Improvements in Customer Experience
  6. Revenue Increases From A Moderate Improvement in Customer Experience
  7. Revenue Increases From A Moderate Improvement in Customer Experience (Details)
  8. Loyalty Differences Across CX Performance Levels
  9. Recommendations Based on Customer Experience
  10. Likelihood to Repurchase Based on Customer Experience
  11. Trust Based on Customer Experience
  12. Forgiveness Based on Customer Experience
  13. Try New Products Based on Customer Experience
  14. Steps for Calculating the Value Of Customer Experience

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ROI of Customer Experience (CX), 2018

Report: Employee Engagement Competency & Maturity, 2018

Bruce Temkin, CCXP

Purchase report: Employee Engagement Competency & Maturity, 2018We just published a Temkin Group report, Employee Engagement Competency & Maturity, 2018. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:

To understand how companies are engaging their employees, we surveyed 178 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. The EECM Assessment places companies in one of five stages of maturity and evaluates their performance across five employee engagement competencies: Inspire, Inform, Instruct, Incent, and Involve. Highlights from our analysis of their responses include:

  • Team leaders of non-customer-facing groups are the least supportive of customer-centric activities.
  • Nearly 70% of companies measure employee engagement at least annually, yet only 40% of executives consider acting on the results to be a high priority.
  • The top obstacle to employee engagement activities continues to be the lack of an employee engagement strategy.
  • While only 19% of companies are in the top two stages of employee engagement maturity, 49% are in the bottom two.
  • 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, have more coordinated employee engagement efforts, have more widespread support across employee groups, are more likely to act 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 two of the 19 graphics that shows the maturity levels of employee engagement efforts in large companies and their effectiveness across five employee engagement competencies:

Employee Engagement Competency & Maturity ModelEmployee Engagement Competency & Maturity Levels of Large Organizations

Download report for $195+download employee engagement competency report

Report Outline:

  • Employee Engagement Efforts Are Underway
  • Assessing Employee Engagement Competencies and Maturity
  • Employee Engagement Leaders Versus Laggards
  • Propel Your Employee Engagement Efforts

 

Figures in the Report:

  1. Importance of Employee Engagement and Customer-Centric Culture
  2. Support For Customer-Centric Activities
  3. Employee Engagement Measurement
  4. Overview of Employee Engagement Activities
  5. Employee Engagement Obstacles, 2016 to 2018
  6. Employee Engagement Competencies and Maturity Levels
  7. Employee Engagement Competency & Maturity Assessment
  8. Results From Employee Engagement Competency Assessment
  9. Results From Employee Engagement Competency AssessmentBetween 2016 and 2018
  10. Highest Performing Employee Engagement (EE) Competency Elements
  11. Lowest Performing Employee Engagement (EE) Competency Elements
  12. Customer Experience and Financial Results: Employee Engagement Leaders Versus Laggards
  13. Organizational Culture: Employee Engagement Leaders Versus Laggards
  14. Executive Priorities: Employee Engagement Leaders Versus Laggards
  15. Overview of Employee Engagement Activities: Employee Engagement Leaders Versus Laggards
  16. Employee Engagement Measurement: Employee Engagement Leaders Versus Laggards
  17. Support For Customer-Centric Activities: Employee Engagement Leaders Versus Laggards
  18. Employee Engagement Obstacles: Employee Engagement Leaders Versus Laggards
  19. Percentiles of Results From Temkin Group Employee Engagement Competency Assessment

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Report: The Customer Journeys That Matter The Most

Bruce Temkin, CCXP

Few organizations deliver outstanding experiences to their customers. In fact, only 6% of companies earned an “excellent” score in the 2018 Temkin Experience Ratings. To better understand which types of interactions are most likely to affect the customer’s perception of an organization, we asked customers to identify the most problematic journeys across 19 different industries. In this report, we:

  • Examine feedback from 10,000 U.S. consumers about their journeys with 318 companies across 19 industries.
  • Identify which customer journeys consumers think most need improvement and look at how those responses differ across age groups.
  • Evaluate how different customer journeys impact five loyalty behaviors: likelihood to recommend the company, likelihood to repurchase from the company, likelihood to forgive the company if it makes a mistake, likelihood to trust the company, and likelihood of trying new offerings from the company.
  • One of the key findings across industries is that journeys that touch customer service are often the most prevalent and the most impactful on customer loyalty.

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Here’s the first figure in the report, which has a total of 58 figures (three detailed graphics for each of the industries):

Most Problematic Customer Journeys Across Industries

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Report Outline:

  • Why Focus On Customer Journeys?
  • Examining Customer Journeys Across 19 Industries
    • Banking Customer Journeys
    • Computers & Tablets Customer Journeys
    • Insurance Customer Journeys
    • Investment Customer Journeys
    • Credit Card Customer Journeys
    • Health Plan Customer Journeys
    • TV & Internet Service Customer Journeys
    • Parcel Delivery Customer Journeys
    • Wireless Carriers Customer Journeys
    • Airline Customer Journeys
    • Hotels & Rooms Customer Journeys
    • Retail Customer Journeys
    • Fast Food Chains Customer Journeys
    • Rental Car Customer Journeys
    • Supermarket Customer Journeys
    • TV & Appliance Customer Journeys
    • Auto Dealers Customer Journeys
    • Software Customer Journeys
    • Utility Customer Journeys

 

Figures in the Report:

  1. Most Problematic Customer Journeys Across Industries
  2. Banking: Severity of Problems Across Customer Journeys
  3. Banking: Loyalty Impact of Problems Across Customer Journeys
  4. Banking: Problematic Customer Journeys Across Age Groups
  5. Computers & Tablets: Severity of Problems Across Customer Journeys
  6. Computers & Tablets: Loyalty Impact of Problems Across Customer Journeys
  7. Computers & Tablets: Problematic Customer Journeys Across Age Groups
  8. Insurance: Severity of Problems Across Customer Journeys
  9. Insurance: Loyalty Impact of Problems Across Customer Journeys
  10. Insurance: Problematic Customer Journeys Across Age Groups
  11. Investments: Severity of Problems Across Customer Journeys
  12. Investments: Loyalty Impact of Problems Across Customer Journeys
  13. Investments: Problematic Customer Journeys Across Age Groups
  14. Credit Cards: Severity of Problems Across Customer Journeys
  15. Credit Cards: Loyalty Impact of Problems Across Customer Journeys
  16. Credit Cards: Problematic Customer Journeys Across Age Groups
  17. Health Plans: Severity of Problems Across Customer Journeys
  18. Health Plans: Loyalty Impact of Problems Across Customer Journeys
  19. Health Plans: Problematic Customer Journeys Across Age Groups
  20. TV & Internet Service: Severity of Problems Across Customer Journeys
  21. TV & Internet Service: Loyalty Impact of Problems Across Customer Journeys
  22. TV & Internet Service: Problematic Customer Journeys Across Age Groups
  23. Parcel Delivery: Severity of Problems Across Customer Journeys
  24. Parcel Delivery: Loyalty Impact of Problems Across Customer Journeys
  25. Parcel Delivery: Problematic Customer Journeys Across Age Groups
  26. Wireless Carriers: Severity of Problems Across Customer Journeys
  27. Wireless Carriers: Loyalty Impact of Problems Across Customer Journeys
  28. Wireless Carriers: Problematic Customer Journeys Across Age Groups
  29. Airlines: Severity of Problems Across Customer Journeys
  30. Airlines: Loyalty Impact of Problems Across Customer Journeys
  31. Airlines: Problematic Customer Journeys Across Age Groups
  32. Hotels & Rooms: Severity of Problems Across Customer Journeys
  33. Hotels & Rooms: Loyalty Impact of Problems Across Customer Journeys
  34. Hotels & Rooms: Problematic Customer Journeys Across Age Groups
  35. Retailers: Severity of Problems Across Customer Journeys
  36. Retailers: Loyalty Impact of Problems Across Customer Journeys
  37. Retailers: Problematic Customer Journeys Across Age Groups
  38. Fast Food: Severity of Problems Across Customer Journeys
  39. Fast Food: Loyalty Impact of Problems Across Customer Journeys
  40. Fast Food: Problematic Customer Journeys Across Age Groups
  41. Rental Cars & Transport: Severity of Problems Across Customer Journeys
  42. Rental Cars & Transport: Loyalty Impact of Problems Across Customer Journeys
  43. Rental Cars & Transport: Problematic Customer Journeys Across Age Groups
  44. Supermarkets: Severity of Problems Across Customer Journeys
  45. Supermarkets: Loyalty Impact of Problems Across Customer Journeys
  46. Supermarkets: Problematic Customer Journeys Across Age Groups
  47. TVs & Appliances: Severity of Problems Across Customer Journeys
  48. TVs & Appliances: Loyalty Impact of Problems Across Customer Journeys
  49. TVs & Appliances: Problematic Customer Journeys Across Age Groups
  50. Auto Dealers: Severity of Problems Across Customer Journeys
  51. Auto Dealers: Loyalty Impact of Problems Across Customer Journeys
  52. Auto Dealers: Problematic Customer Journeys Across Age Groups
  53. Software Firms: Severity of Problems Across Customer Journeys
  54. Software Firms: Loyalty Impact of Problems Across Customer Journeys
  55. Software Firms: Problematic Customer Journeys Across Age Groups
  56. Utilities: Severity of Problems Across Customer Journeys
  57. Utilities: Loyalty Impact of Problems Across Customer Journeys
  58. Utilities: Problematic Customer Journeys Across Age Groups

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Report: What Happens After a Good or Bad Experience, 2018

Bruce Temkin, CCXP

To understand how the quality of a customer’s experience – whether it was good or bad – affects their behavior, we asked 10,000 U.S. consumers about their recent interactions with more than 300 companies across 20 industries. We then compared results with similar studies we’ve conducted over the previous seven years.

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Here are some highlights:

  • Purchase and download Temkin Group report: What Happens After a Good or Bad Experience, 2018About 18% of the customers who interacted with TV & Internet service providers reported having a bad experience – a considerably higher percentage than in other industries. Of the companies we evaluated, 21st Century, Comcast, Cox Communications, and New York Life deliver bad experiences most frequently.
  • We created a Sales at Risk Index for all 20 industries by combining the percentage of customers in an industry who reported having a bad experience with the percentage who said they decreased their spending after a bad experience. According to this Index, TV & Internet service providers stand to lose the most revenue (6.4%) from delivering bad experiences, while utilities stand to lose the least (1.4%).
  • When it comes to recovering from delivering a bad experience, Investment firms are the most effective and TV & Internet service providers are the least effective.
  • After customers have a very bad or very good experience with a company, they are more likely to give feedback directly to the company than they are to post about it on Facebook, Twitter, or third party rating sites. Customers are also more likely to share positive feedback through online surveys and share negative feedback through emails.
  • Compared to previous years, customers are less likely to share feedback across almost all channels, with a particularly large drop in the percentage who post on Facebook or Twitter.
  • Across almost all age groups, consumers are most likely to share their feedback directly with the company. Consumers between 18 and 34 years old are the most likely to share their good and bad experiences on Facebook, while older consumers tend to use 3rd party ratings sites more than Facebook or Twitter.

Download report for $195
Purchase and download Temkin Group report: What Happens After a Good or Bad Experience, 2018

Here is one of the 12 graphics in the report:

Report Outline:

  • Bad Experiences are Prevalent in the TV & Internet Services Sector
  • Bad Experiences Can Be Very Costly
  • Consumers Give More Feedback After a Bad Experience
    • The Channels for Direct Company Feedback
    • Feedback Differs Across Age Groups

 

Figures in the Report:

  1. TV & Internet Service Providers Deliver the Highest Percentage of Bad Experiences
  2. Companies That Deliver The Most And The Fewest Bad Experiences
  3. How Consumers Cut Their Spending After A Bad Experience, By Industry
  4. How Consumers Cut Their Spending After A Bad Experience, By Industry
  5. Sales at Risk Due to Bad Experiences
  6. How Industries Respond to Bad Experiences Overall
  7. How Consumers Give Feedback
  8. How Consumers Give Feedback to Companies
  9. Changes in How Consumers Give Feedback After a VERY GOOD Experience, 2013 to 2017
  10. Changes in How Consumers Give Feedback After a VERY BAD Experience, 2013 to 2017
  11. How Consumers Across Age Groups Give Feedback After VERY GOOD and VERY BAD Experiences
  12. How Consumers Across Age Groups Give Feedback Directly to Companies After VERY GOOD and VERY BAD Experiences

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Purchase and download Temkin Group report: What Happens After a Good or Bad Experience, 2018

Making AI Customer-Centric

Bruce Temkin, CCXP

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.

Download report for $195
Purchase and download Temkin Group report: Making AI Customer-Centric

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

Download report for $195
Purchase and download Temkin Group report: Making AI Customer-Centric

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

Download report for $195
Purchase and download Temkin Group report: Making AI Customer-Centric

2018 Temkin Trust Ratings (U.S.): USAA and Wegmans On Top

Bruce Temkin, CCXP

temkin ratings

Temkin Group announces the release of the 2018 Temkin Trust Ratings (TTR). Based on a study of 10,000 U.S consumers, the ratings benchmarks the level of trust that consumers have with 318 companies across 20 industries. USAA’s (TTR of 81%) banking business earned the top spot, followed by Wegmans (79%), credit unions (77%), H-E-B (77%), and USAA’s credit card and insurance businesses (75%). Four TV/Internet service providers earned the lowest TTR: Comcast (22%), Charter Spectrum (25%), Optimum (29%), and Cox Communications (29%). Here’s a full list of all of the companies in the TTR.

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)buy temkin trust ratings report

2018 Temkin Trust Ratings: Top and Bottom Organizations 2018 Temkin Trust Ratings: Ranges Of Industry Scores 2018 Temkin Trust Ratings: Industry Leaders And Laggards

***See how your company can reference these results
or display a badge for top 10% and industry leaders***

Highlights of the 2018 Temkin Trust Ratings include:

  • The supermarket industry earned the highest average TTR (66%), followed by investment firms (62%), insurance companies (61%), and auto dealers (61%).
  • TV/Internet service providers earned the lowest average TTR (32%), well below the next lowest industry, health plans (49%).
  • When compared with their industry averages, eight companies earned TTRs that were at least 15 points above their peers: USAA (banks and credit cards), Alabama Power Company, credit unions, TriCare, Advantage Rent-A-Car, Regions Bank, and Navy Federal Credit Union.
  • Seven companies earned TTRs that were 15 or more points below their industry averages: Days Inn, Sears, San Diego Gas & Electric, CarMax, Wells Fargo, Motel 6, and Spirit Airlines.
  • The TTRs for all 20 industries declined between 2017 and 2018. The largest decline was in utilities (-6.2 %-points) and the smallest decline was in health plans (-0.9).
  • Between 2017 and 2018, Showtime improved the most (+13 %-points). Six other companies improved by seven or more points: Taco Bell, Whirlpool, Pizza Hut, Foot Locker, Family Dollar, and O’Reilly Auto Parts.
  • Between 2017 and 2018, Appalachian Power Company declined the most (-26 %-points). Eight other companies declined by 15 or more points: Spirit Airlines, Michael’s, Jeep, CarMax, Fox Rent A Car, Haier, PSE&G, and HSBC.

Purchase dataset for $295+
(see sample spreadsheet)download temkin trust ratings report

Report: Fan Experience Benchmark: U.S. Professional Sports

Bruce Temkin, CCXP

As part of our excitement around #QualtricsX4, we decided to give away this report for free. Check my twitter for a download code. And check out other free reports to download, and find out about the Qualtrics XM Institute.

We just published a Temkin Group report, Fan Experience Benchmark: U.S. Professional Sports: U.S. Consumers’ TV Preferences And In-Person Experiences For MLB, MLS, NASCAR, NBA, NFL, NHL, PGA, USTA, and WNBA.

Fan Experience Benchmark: NFL, NBA, NHL, WNBA, MLB, PGA, MLS, USTA (Customer Experience, CX)For seven years in a row, Temkin Group has tracked U.S. consumers’ preferences for watching professional sports on TV. This year, we also examined their experience when attending a live sporting event. Here are some highlights from this research:

  • NFL is the most dominate sport on TV, but MLB has the highest percentage of fans who attend its games.
  • Almost all sports lost TV viewers over the last seven years, with NFL dropping the most. Viewership has declined most dramatically for young adult males.
  • NASCAR has the highest level of promoters for its live sporting events, while the NFL has the lowest.
  • We evaluated consumer satisfaction across the nine steps that make up a live sporting event journey. Of these steps, parking received the lowest average satisfaction, and ticketing correlated most strongly with fans’ likelihood of recommending attending an event to their friends and relatives.
  • We include live event scorecards for MLB, MLS, NASCAR, NBA, NFL, NHL, and WNBA
  • Sports teams that want to improve fan experience need to build four competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

Download report for $195
Purchase and download Fan Experience Benchmark Report (Customer Experience, CX)Fan Experience: Consumers who watch professionals sports on TV, 2012 to 2018

Customer Experience (CX): Fan Satisfaction Across Journey Through Live In-Person Sporting Events

Download report for $195
Purchase and download Fan Experience Benchmark Report (Customer Experience, CX)

Report Outline:

  • Professional Sports’ TV Fandom Is On The Decline
  • Examining The Live Sporting Experience
  • The Best And Worst Of In-Person Sporting Events
    • In-Person Scorecards for MLB, MLS, NASCAR, NBA, NFL, NHL, and WNBA
  • The Path to Fan Experience Excellence

Figures in the Report:

  1. Popularity of Sports on TV, 2012 to 2018
  2. Popularity of Sports on TV, 2012 to 2018
  3. Popularity of Sports on TV By Age and Gender, 2018
  4. Popularity of Sports on TV By Age and Gender, 2012 to 2018
  5. Consumers Who Watch and Attend Sporting Events
  6. In-Person Sports Experience
  7. Importance Of Stadium Journey Steps
  8. Experience Across The Journey Of In-Person Sports Events
  9. Satisfaction Levels Across The Fan Journey
  10. National Hockey League (NHL) Fan Experience
  11. National Football League (NFL) Fan Experience
  12. National Basketball League (NBA) Fan Experience
  13. Women’s National Basketball League (WNBA) Fan Experience
  14. Major League Baseball (MLB) Fan Experience
  15. Major League Soccer (MLS) Fan Experience
  16. NASCAR Fan Experience
  17. Customer Experience Competencies and Maturity

Download report for $195
Purchase and download Fan Experience Benchmark Report (Customer Experience, CX)

2018 Temkin Forgiveness Ratings: USAA and ACE Rent A Car On Top

Bruce Temkin, CCXP

Temkin Forgiveness RatingsEvery organization makes some mistakes, so an important area of loyalty is the willingness of customers to forgive them. That’s why Temkin Group has been measuring forgiveness for eight years.

This product is the dataset, in excel, for the 2018 Temkin Forgiveness Ratings (TFR).It uses feedback from 10,000 U.S. consumers to rate how likely consumers are to forgive 318 organizations across 20 industries after they make a mistake. It includes the TFR for 318 companies and 20 industries, the changes in TFR between 2017 and 2018, and the difference in TFR across age groups for each industry.

For more information, including a sortable table with all of the high level results, visit the Temkin Ratings website.

Download dataset for $295 (see sample file)

Additional highlights of the 2018 Temkin Forgiveness Ratings:

  • Between 2017 and 2018, 14 of the 20 industries experienced declines in their average TFR. Wireless and supermarkets (+2.1 %-points) improved the most (+2.3 %-points), while utilities (-5.) and hotels & rooms dropped the most (-4.2 %-points).
  • Of the 308 companies that were in both the 2017 and 2018 TFR, 272 companies experienced a drop in their scores. The five companies to improve the most are Starz, MetroPCS, Fifth Third, Domino’s, and Dairy Queen. The five companies to decline the most are Bosch, Appalachian Power Company, HSBC, AmazonFresh, and Motel 6.

Download dataset for $295 (see sample file)

***See how your company can reference these results
or display a badge for top 10% and industry leaders***

Temkin Ratings website
View a sortable list of results from the Temkin Forgiveness Ratings as well as other ratings on the Temkin Ratings website.