2018 Temkin Effort Ratings: Wegmans Earns Top Spot

Effort is one of the three components of a customer’s experience (along with success and emotion), so it’s a fundamental element for companies to track. In this post, I examine the eight annual Temkin Effort Ratings for U.S. companies. It’s one of the components of the overall Temkin Experience Ratings, the open standard CX metric.

Temkin Experience Ratings: The Open Source Customer Experience (CX) Metric

In January 2018, we surveyed 10,000 U.S. consumers about their experiences with companies. We used that feedback to calculate the Temkin Effort Ratings for 318 companies across 20 industries (see full list of companies).

***Detailed data is included in the overall Temkin Experience Ratings dataset***

Here are some highlights of the ratings:

  • Wegmans earned the top spot with a score of 90%, followed closely by Subway, Citizens Bank, Ace Hardware, and Wawa Food Markets at 89%.
  • Spirit Airlines earned the lowest ratings, 43%), just slightly behind Medicaid (45%), and CarMax (46%).
  • On average, supermarkets, fast food chains, and retailers earned “excellent” Temkin Effort Ratings. Health plans and TV/Internet service providers earned “poor” scores.
  • Ten companies earned ratings that are 10 or more points above their industry averages: Dish Network, USAA, Southern California Gas Company, TriCare, Whirlpool, Citizens, National Car Rental, Florida Power & Light, Georgia Power, and Southwest Airlines.
  • Seven companies earned ratings that are 15 or more points below their industry averages: Spirit Airlines, HSBC, CarMax, Fujitsu, Hitachi, DHL, and Days Inn.
  • We compared Temkin Effort Ratings between 2017 and 2018 and found that three companies increased by more than 10 points: MetroPCS, Avis, and Showtime. Five companies declined by 12 points or more: HSBC, CarMax, BMW, Fujitsu, and Dollar Car Rental.
  • At an industry level, banks and streaming media improved the most over the previous year, while  auto dealers and utilities declined the most.

2018 Temkin Effort Ratings- Leaders and Laggards

Temkin Effort Ratingstemkin effort ratings methodology

Purchase Temkin Experience Ratings dataset (includes Temkin Effort Ratings)You can access this data as part the overall Temkin Experience Ratings dataset

Six Laws of Customer Experience (Infographic)

The most dowloaded content that I’ve published is our free eBook, The Six Laws of Customer Experience. It’s been translated into many languages and read by 10’s of 1,000s of people. It continues to be very popular because it uses simple language and concepts to describe what we call “the fundamental truths about how organizations treat customers.”

We’ve developed an updated infographic that brings the laws to life. If you like the content, then we even have a CX Institute eLearning module that you can use to train everyone in your organization on this important concept!

Six Laws of Customer Experience

Here are links to download different versions of the infographic:

Introducing The Temkin Customer Success Index

Over the last few years, many B2B organizations have created customer success organizations that focus on ensuring that their clients are happy. These companies are realizing that customers aren’t just buying their products, they’re making purchases with the expectation that they will achieve some value from the provider’s products and services.

As I discussed in a previous post, many customer success organizations still look a lot like old-fashioned account management teams. We think that to be successful customer success teams must blend account management with a strong CX mindset.

To help these efforts move forward,  we’re defining customer success as:

A set of activities focused on ensuring that B2B customers achieve the value and outcomes they desire.

As you can see from the definition, these efforts are not the domain of a single group or department, but are the responsibility of the entire organization. They can, and often should, be facilitated by a formal customer success team.

While there are many changes that need to be made to create a successful customer success organization, one of the things that it should do is to commit on keeping these five promises to customers:

  • Understand My Business: Know how your products/services will help your clients business succeed.
  • Find & Share Relevant Best Practices: Expose clients to meaningful opportunities for them to create new value with your products and/or services
  • Prevent Issues & Obstacles: Make recommendations that will avoid problems in the future based on insights across your organization and client base.
  • Orchestrate Value Across Functions: Provide seamless access to appropriate resources across your organization.
  • Don’t Surprise Me: Anticipate client’s upcoming needs and let them know what to expect during their entire lifecycle.

Temkin Customer Success Index

As a result, we’ve created the Temkin Customer Success Index (TCSi), which is a measure of an organization’s effectiveness delivering value above and beyond its products and services.

The TCSi is based on asking business clients how well their providers live up to each of the five customer promises, with answers on a seven point scale (as you an see below).

To calculate the index, we first create a net score for each promise by taking the percentage of 6s and 7s and subtracting the percentage of 1s, 2s, and 3s. The overall TCSi is an average of the net scores for all five promises.

We will be including the TCSi in our upcoming B2B tech vendor research, and expect to publish the results before the end of the year.

Feel free to use the TCSi to measure your organization’s customer success!

Report: The Customer Journeys That Matter The Most

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

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.

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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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Mastering Customer Experience Metrics (Infographic)

As an organization’s customer experience efforts mature, CX metrics become a critical guidepost for all of its activities. You can see different ways to download this infographic below.

Mastering Customer Experience (CX) Metrics Infographic

Here are links to download different versions of the infographic:

Here are links to the research referenced in the infographic:

Making AI Customer-Centric

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

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

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

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

Five Ingredients of Customer-Centric AI

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Report Outline:

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

 

Figures in the Report:

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

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The Future of VoC Actionable Insights: Assistance Engines

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

Architecture For Prescriptive Customer Insights

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

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

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

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

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

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

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

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

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

Or you can think of it more simply as…

Technology that recommends employee actions based on customer insights.

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

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

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

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

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

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

The bottom line: Actionability requires more focus on employees.

 

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

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.

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(see sample spreadsheet)download temkin trust ratings report

Building A Strong Voice of The Customer Program (Infographic)

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

Here are links to download different versions of the infographic:

Here are links to the research referenced in the infographic:

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

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

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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

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

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.

2018 Temkin Experience Ratings: 20 Industry Snapshots

Temkin Experience Ratings

We released the 2018 Temkin Experience Ratings that ranks the customer experience of 318 companies across 20 industries based on a survey of 10,000 U.S. consumers. Here’s a link to FAQ’s about the Ratings.

As a follow-up, we published blog posts that examine the results for each of the 20 industries. You can see links to all of those industry snapshots below:

2018 Temkin Experience Ratings: Industry Ranges. The Customer Experience (CX) BenchmarkAirlines
>
Auto Dealers

> Banks
> Computers & Tablets
> Credit Card Issuers
> Fast Food Chains
> Health Plans
> Hotels & Rooms
> Insurance Carriers
> Investment Firms
> Parcel Delivery Services
Rental Cars & Transport
> Retailers
> Software Firms
> Streaming Media
> Supermarkets
> TV Service & ISPs
> TVs & Appliances
>
Utilities

> Wireless Carriers

Temkin Experience Ratings: Customer Experience (CX) Leaders Across 20 Industries

Temkin Experience Ratings Industry Snapshot: Investments

We recently released the 2018 Temkin Experience Ratings (TxR) that ranks the customer experience of 318 companies across 20 industries based on a survey of 10,000 U.S. consumers. TxR is based on consumers evaluating their experiences across three dimensions: success, effort, and emotion. See our FAQs about the Temkin Experience Ratings.

Fidelity Investments Earns Top Customer Experience (CX) Scores for Investment Firms in 2018 Temkin Experience RatingsCongratulations to Fidelity Investments for delivering the best customer experience across investment firms.

Of the 13 investment firms included in this year’s Ratings, Fidelity  earned the highest score with a rating of 74%, putting it in 85th place overall out of 318 companies. Vanguard (71%) and Ameriprise Financial (70%) were next on the list. Wells Fargo Advisors came in at the bottom of the industry with Ratings of 60%, and placed 271st overall.

Overall, the investment industry averaged 67% in the 2018 Temkin Experience Ratings and tied for 10th place out of 20 industries. The average rating of the industry stayed relatively between 2017 and 2018.

Credit unions improved the most (+4 %-points) from last year while Charles Schwab declined the most (-9 %-points).

You can download the free report or purchase the dataset.

Fidelity Investments Earns Top Customer Experience (CX) Scores for Investment Firms in 2018 Temkin Experience Ratings Fidelity Investments Earns Top Customer Experience (CX) Scores for Investment Firms in 2018 Temkin Experience Ratings

Temkin Experience Ratings Industry Snapshot: Streaming Media

We recently released the 2018 Temkin Experience Ratings (TxR) that ranks the customer experience of 318 companies across 20 industries based on a survey of 10,000 U.S. consumers. TxR is based on consumers evaluating their experiences across three dimensions: success, effort, and emotion. See our FAQs about the Temkin Experience Ratings.

Amazon Prime Earns Top Customer Experience (CX) Scores for Streaming Media Services in 2018 Temkin Experience RatingsCongratulations to Amazon Prime (music & video) for delivering the best customer experience across streaming media services. This is the second year that we’ve included this category.

Of the 16 auto dealers included in this year’s Ratings, Amazon Prime’s services earned the highest score with a rating of 77%, putting it in 42nd place overall out of 318 companies. Pandora, Netflix and Showtime came in second place with a score of 72% and overall rank of 51st. ESPN earned the lowest score in the industry, 61%, and was 266th overall.

Overall, the streaming media industry averaged 72% in the 2018 Temkin Experience Ratings and earned the 6th place out of 20 industries. The average rating of the industry improved by a little over one percentage-point between 2017 and 2018.

Showtime improved the most (+7 %-points) from last year while Apple Music and SoundCloud declined the most (-5 %-points).

You can download the free report or purchase the dataset.

Amazon Prime Earns Top Customer Experience (CX) Scores for Streaming Media Services in 2018 Temkin Experience Ratings Amazon Prime Earns Top Customer Experience (CX) Scores for Streaming Media Services in 2018 Temkin Experience Ratings