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:

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Report: Mobile Experience Review: Purchasing an eGift Card

1603SLICE-B_COVERWe just published a Temkin Group report, Mobile Experience Review: Purchasing an eGift Card. The report uses our SLICE-B experience review methodology to evaluate mobile experiences. We attempt to achieve a specific customer goals and then grade the experience on 12 criteria across six areas: Start, Locate, Interact, Complete, End, and Brand Coherence.

Here’s the executive summary:

As more customers use smartphones, companies need to adjust their websites and processes for the smaller screens. To evaluate the customer experience of mobile websites, we used Temkin Group’s SLICE-B experience review methodology to assess the experience of purchasing an eGift Card from ten large retailers: Macy’s, Kohl’s, Amazon, Barnes & Noble, Petco, Petsmart, Kroger, Safeway, Michaels, and Jo-Ann. Macy’s earned the highest score for its simple yet engaging process, while the user was unable to complete the full purchasing goal at Barnes & Noble, Petco, Petsmart, Kroger, Safeway, and Kohl’s.

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Here’s an overview of the results:

1603_MobileSLICEBevals

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Report: Lessons in CX Excellence, 2016

1601_LessonsInCXExcellence_COVERWe just published a Temkin Group report, Lessons in CX Excellence, 2016. The report provides insights from eight finalists in the Temkin Group’s 2015 CX Excellence Awards. The report, which is 100 pages long, 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 chose eight organizations as finalists for Temkin Group’s 2015 Customer Experience Excellence Award. The finalists for 2015 are EMC Global Services, Hagerty, InMoment, Safelite AutoGlass, SunPower, The Results Companies, Verint, and Wheaton | Bekins. This report provides specific examples describing how these companies’ CX efforts have created value for both their customers and for their businesses. We also highlight best practices across the four customer experience competencies—purposeful leadership, compelling brand values, employee engagement, and customer connectedness. We have included all of the finalists’ detailed nomination forms at the end of this report to help you compile examples and ideas to apply to your own CX efforts.

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Here are some highlights from the finalists: Read More …

Report: Make Your VoC Action-Oriented

1512_MakeYourVOCActionOriented_COVERWe published a Temkin Group report, Make Your VoC Action-Oriented. Here’s the executive summary:

Companies recognize that customer feedback and insights are critical for understanding customers, so they often create Voice of the Customer (VoC) programs as one of their first customer experience priorities. While most respondents within large organizations believe that these efforts have been successful, Temkin Group has found that an overwhelming number of VoC programs are still in very early stages of maturity. These immature programs overly focus on collecting feedback and don’t focus enough on driving action based on insights from the feedback. Our research shows that simplification is a key path to VoC maturity. This report identifies five strategies for simplifying VoC programs: Stakeholder Empathy, Tailored Insights, Feedback Rationalization, Loop-Closing, and Customer Journey Alignment. As companies adopt these five strategies, VoC teams must learn new skills and become research generalists, business consultants, compelling communicators, portfolio managers, and value creators.

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Here are the best practices we discuss in the report:

1512_ActionOrientedVoCBestPractices

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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:

1511_B2BCXMaturity

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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eBook: 15 Tips for Engaging Employees

1510_15TipsToEngageEmployees_CoverIn honor of CX Day, Temkin Group is publishing a free eBook: 15 Tips for Engaging Employees. Here’s the executive summary: 

It is impossible for an organization to deliver a great customer experience without an engaged workforce. To help you engage your employees in your customer experience journey, we have compiled a list of 15 examples of how leading-edge companies are practicing what Temkin Group calls the “Five I’s of Employee Engagement”—Inform, Inspire, Instruct, Involve, and Incent—which you can modify and emulate at your own firm. 

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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: Creating and Sustaining a Customer-Centric Culture

1507_CreatingCXCulture_COVERWe just published a Temkin Group report, Creating and Sustaining a Customer-Centric Culture. Here’s the executive summary:

Temkin Group defines culture as how employees think, believe, and act, and if an organization wants to differentiate its customer experience, it must address each one of these areas. However culture change is not easy. Culture change efforts are often impeded by common pitfalls, such as ignoring the existing culture or becoming impatient at the pace of change. To make this effort smoother, Temkin Group recommends adopting an approach we call Employee-Engaging Transformation (EET), which consists of five practices: Vision Translation, Persistent Leadership, Middle Management Activation, Grassroots Mobilization, and Captivating Communications. In this report, we’ve compiled case studies of how five organizations—Hagerty, Hilton Garden Inn, Oxford Properties, Safelite AutoGlass, and Transamerica—apply these EET practices to create and sustain their customer-centric cultures. To help your company discuss its goals around culture, use Temkin Group’s Cultural Planning Map.

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This graphics provides an overview of the details on how five companies are driving culture change.

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The bottom line: Promoters are much more valuable than detractors.

Report: Behavioral Guide to Customer Experience Design

1506_BehavioralGuideToExperienceDesign_COVERWe just published a Temkin Group report, Behavioral Guide to Customer Experience Design. Here’s the executive summary:

According to recent scientific research, customers make most of their decisions using intuitive thinking instead of rational thinking. Intuitive thinking relies on unconscious heuristics and biases to make decisions efficiently, and as a result, people tend to be more affected by losses than by gains, to prefer simplicity over complexity, to be affected by their current emotional and visceral states, to be heavily influenced by those around them, to make decisions based on context, and to misjudge their past and future experiences. In this report, we identify best practices for tapping into these heuristics and biases across three areas of experience design; companies can Nudge customers in the right direction, Assist them in accomplishing their goals, and Enhance their overall experience. To incorporate intuitive thinking into experience design, companies need to follow four steps: define target customers, identify relevant heuristics and biases, select design strategies, and then test, test, test.

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Here are tactics for applying these human biases in your experience design efforts that we describe in the report:

1507_BehavioralDesignTactics

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The bottom line: Embrace your customers’ natural behaviors.

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:

1506_ActivatingMiddleManagers21BPs

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

Report: Engaging Millennials in the Workplace

1503_Millennial Engagement_COVERWe just published a Temkin Group report, Engaging Millennials in the Workplace, which provides five employee engagement strategies for younger workers. Here’s the executive summary:

Common estimates predict that the Millennial generation—those born between 1980 and 2000—will make up 60% of the workforce by 2020. As with each previous generation, this group of employees brings its own set of expectations, attitudes, and approaches to the job, which creates both challenges and opportunities for the organizations that employ them. Temkin Group research found that compared to other generations, Millennials desire opportunities to learn and advance their careers as well as opportunities that allow them to be creative and work flexible hours. To engage Millennials more effectively in the workplace, companies should deploy five strategies across Temkin Group’s Five I’s of Employee Engagement. These five strategies are: Expand Job Descriptions, Create Connections, Make Work Matter, Allow For Flexibility, and Develop Millennial Leaders. We also added a checklist to help HR departments drive these five strategies across their core processes.

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Here’s an overview of the five strategies:

1503_MillenialStrategies

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The bottom line: Engaging Millennials is no longer an optional focus.

Report: Lessons in CX Excellence, 2015

1501_LessonsInCXExcellence_COVERWe just published a Temkin Group report, Lessons in CX Excellence, 2015. The report provides insights from 8 finalists in the Temkin Group’s 2014 CX Excellence Awards. The report, which is 98 pages long, 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 chose eight organizations as finalists for Temkin Group’s 2014 Customer Experience Excellence Award. Finalists are Activision Customer Care, Aetna, Crowe Horwath LLP, Dell Inc., EMC Corporation, Texas NICUSA, The Results Companies, and TouchPoint Support Services. This report provides specific examples of how these companies’ CX efforts have created value for both their customers and for their businesses. We also highlight their best practices across the four customer experience competencies—purposeful leadership, compelling brand values, employee engagement, and customer connectedness. At the end of this report, we have included all of the finalists’ detailed nomination forms to help you collect examples and ideas to apply to your own CX efforts.

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Watch Temkin Group webinar about this research.

Here are some highlights from the finalists:

  • Activision Customer Care. Activision demonstrates its commitment to creating great game player experiences in a multitude of ways, such as emphasizing the use of player feedback to identify improvement opportunities. Activision combines this dedication to listening to its players with a willingness to redesign significant interactions. For example, it revamped its “Contact Us” page to include ambassador chat and callback scheduling, which resulted in higher satisfaction and lower effort for customers.
  • Aetna. Despite being in an industry undergoing tremendous change, Aetna is focusing on its 2020 vision to make the company 100% customer-centric. It has implemented many changes to help achieve this goal, including providing service over the phone and investing in text and speech analytics to better identify customer pain points and improve the behaviors and skillsets of its call representatives. The latter effort has already resulted in reduced repeat calls, improved accuracy, and a higher Net Promoter Score (NPS).
  • Crowe Horwath. With a client engagement score towering 33 points above the accounting industry average, Crowe Horwath is seeing the pay-off of its efforts to deliver an exceptional client experience. These efforts include establishing a firm-wide governance model and measurement scorecard, implementing a closed-loop voice of the customer program, incorporating customer journey mapping to uncover moments of truth, and engaging employees through training, client-driven CX recognition programs, and an employee ambassador program.
  • Dell. Dell’s CX efforts start with an emphasis on listening to and engaging with customers and employees. Dell enlists different groups from across the company—including engineering, marketing, sales, support, and digital—to make improvements to the entire customer journey. As a result of this work, Dell has opened 16 solution centers—which gives customers a place to experience solutions—and has provided proactive support over a wide variety of social channels, simplified Dell.com for consumer and business users, and implemented more than 540 customer innovation ideas.
  • EMC Corporation. The Total Customer Experience (TCE) program at EMC works across the enterprise to enhance the company’s customer experience by listening to customer feedback, analyzing data, and taking directed action based on that feedback and data. The program also raises awareness of how every person at the company impacts customer experience. As its CX efforts have matured, the TCE team has evolved to take on more challenging tasks; its projects now include predictive CX analytics, measuring its partner experience quality, and optimizing the experience across many different customer segments and solutions.
  • The Results Companies. To support its work as a business process outsourcing provider, The Results Companies uses its own unique operating model called CX360, which allows for continuous business process refinements that improve the customer experience. Built on three pillars—people, knowledge, empowerment—CX360 has helped the company ensure that its 8,500 employees around the globe remain focused on CX. The operating model has also contributed to Results’ strong growth in new clients and year-over-year revenue.
  • Texas NICUSA/Texas.gov. Texas NICUSA provides support for Texas.gov and implements technology solutions for Texas governmental agencies. It serves over 50,000 monthly site visitors and 300 state and local governments. Its three-tiered multi-channel customer service approach includes a general customer service Help Desk (phone and online), a Service Desk to support governmental agency needs, and a group of Technology Subject Matter Experts who can provide escalated assistance to either citizens or agency employees.
  • TouchPoint Support Services. TouchPoint Support Services streamlines support services within healthcare facilities. The company’s business goals, known as Top of Mind Objectives, guide the work of its 6,800 associates, helping them to find inefficiencies and improve patient satisfaction, associate engagement, safety, unity, and budget compliance. Touchpoint uses many methods for aligning employees with these objectives, including special training for managers and frontline employees, coaching from dedicated customer experience managers (who visit sites regularly), and associate recognition programs.

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If you enjoyed this report, check out Lessons in CX Excellence, 2014 and Lessons in CX Excellence, 2013.

The bottom line: There’s a lot to learn from these CX Excellence Finalists.

Report: The Future of Customer Experience Insights

1412_FutureofCXInsights_COVERWe published a Temkin Group report, The Future of Customer Experience Insights. The report identifies five trends that will redefine the value and role of customer feedback and insights. Here’s the executive summary:

Although most organizations describe their voice of the customer program as a success, we’ve found that companies do not get nearly the value they should out of these efforts. VoC programs currently suffer from bloated surveys, isolated datasets, and outdated technology. Our research into leading practices uncovered five trends that will redefine how customer insights teams operate: 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. As companies embrace these new capabilities, insights teams will need to build new skills. The report includes a readiness checklist for companies to assess their current customer insights efforts.

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Here’s an overview of the five customer insights trends:

5InsighteTrens

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The bottom line: It’s time to revamp your customer insights efforts.

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.