Greetings!
Did you ever wonder what separates customer experience leaders from the rest of the pack? In this edition of the journal, we highlight a new Temkin Group report that addresses that question, Profiling Customer Experience Leaders. We also highlight several recent popular blog posts, including: The Design Of Little Things, 8 Symptoms Of Social Schizophrenia, and The Six Elements Of An Experience. Now that the summer is over, we're seeing more companies preparing aggressive customer experience plans for the rest of the year and starting to look ahead to 2011. One of the most popular areas of focus is voice of the customer (VoC) programs, which are often linked to Net Promoter Score (NPS). The timing couldn't be better. We're finishing up a major research effort looking at VoC programs. The first published report from that research will highlight what we're calling Customer Insight and Analysis (CIA) vendors. So keep an eye on our blog, Customer Experience Matters, and on the Temkin Group Website for more information. |
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New Research
In the Temkin Group Insight Report, Profiling Customer Experience Leaders, we compared 60 customer experience leaders with 80 customer experience laggards.
To identify the two groups, we had 140 large North American companies complete the Temkin Group customer experience competency model. We then analyzed the difference in responses between the leaders and the laggards. One of the areas we examined was obstacles to success. No surprise, laggards run into more problems than leaders. The biggest gap, 35 percentage points, showed up in the area of customer experience strategy.
Here are a handful of the many other interesting factoids:- 82% of leaders think it's important to make their company's culture more customer-centric, compared to only 40% of laggards
- 52% of leaders think they regularly delight customers that call for customer service, compared to only 28% of laggards
- 65% of leaders with VoC programs use text analytics, compared to only 30% of laggards
- 90% of leaders regularly celebrate and reward employees that exemplify their core values, compared to only 17% of laggards
- 68% of laggards suffer from a lack of a clear customer experience strategy, compared to only 33% of leaders
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Customer Experience Matters Blog
The Six Elements Of An ExperienceWe introduced our SLICE-B framework that breaks down experiences into six elements: Start, Locate, Interact, Complete, End, and Brand Coherence.
8 Symptoms Of Social SchizophreniaWe introduced "Social Schizophrenia" as a term meaning:
Providing levels of service in social media that differ significantly from service levels in other channels
A single "yes" to any of these 8 questions may indicate that your company suffers from this ailment.
Does your company have poor customer service ratings and aggressive goals for social media? Does your company treat people with "influential" social media voices better than it treats others, even good customers? Has your company invested more in social media outreach than it has invested in improving its traditional service organization? It is "cooler" in your company to be part of the social media team than it is to be a part of the customer service organization? Are employees reaching out in social media more empowered to solve customer problems than other customer service agents? Does your company's social media team have more headcount than its voice of the customer team? Does your company have separate organizations handling social media complaints than it does handling complaints that flow through other channels? Is more than 20% of your company's customer experience strategy focused on social media?
The Design Of Little ThingsCompanies obsess on major milestones like deployments of new Websites, CRM applications, and stores, but don't aggressively fine-tune those efforts once they go live. As a result, they don't add the relatively inexpensive finishing touches that make things much easier or more memorable for customers. I suggested that companies focus on what I call the Design of Little Things (DoLT). Here are some potentially rich veins of DoLT: Provide a clear path for users to start in IVR main menus and Website homepages Confirm next steps and reinforce value on confirmation Web pages for purchases and applications Teach front line employees to keep from using negative words Develop clear signage to route customers to the right place Eliminate jargon that customers won't understand - from everything
Additional Posts
Here are some additional posts you may find interesting: |
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Temkin Group Update
As you put in place plans for the Fall and for 2011, we can help make sure that your customer experiene efforts are on the right track. Here are a number of the ways that Temkin Group can help:- Assessments of customer experience efforts, to identify gaps and opportunities to accelerate your transformation efforts
- Speeches and webinars on a wide range of customer
experience and leadership topics
- Interactive workshops for executive teams or other
groups to gain alignment around key customer experience principles and
priorities or to develop plans in areas such as voice of the customer programs
- Educational curriculum to establish and reinforce an
understanding of proven customer experience principles across an
organization
- Strategy reviews of marketing and product plans
for vendors who want to help companies transform their customer experience
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Temkin Group is here to help!
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Sincerely,
Bruce
Temkin
Customer Experience Transformist
& Managing Partner
Temkin Group |
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We are a research and consulting firm that combines thought leadership with a deep understanding of the dynamics of large organizations to help senior executives accelerate their customer experience transformational efforts
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1. Compelling Brand Values 2. Purposeful Leadership 3. Employee Engagement 4. Customer Connectedness |
Remember to always keep these "6 laws" in mind:
1. Every interaction creates a personal reaction. 2. People are instinctively self-centered. 3. Customer familiarity breeds alignment. 4. Unengaged employees don't create engaged customers. 5. Employees do what is measured, incented, and celebrated. 6. You can't fake it. |
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