The Current State Of Customer Experience (Sample)

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Sample of the Temkin Group Insight Report, The Current State Of Customer Experience. The report analyzes 140+ responses from large North American companies. To purchase the full report, go to http://temkingroup.com or http://experiencematters.wordpress.com

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  • 1. TemkinGroupInsightReport TheCurrentStateOfCustomer Experience Only3%OfFirmsAreTrulyCustomer-Centric ByBruceTemkin CustomerExperienceTransformist &ManagingPartner TemkinGroup June2010 Thisisasummaryofthefullreport

2. TemkinGroupInsightReportwww.temkingroup.com ExecutiveSummary Weanalyzedsurveyresultsfrommorethan140largeNorthAmericanfirms.Usingthe TemkinGroupcustomerexperiencecompetencymodel,wefoundthatonly3%offirms wereCustomer-CentricOrganizationswhile33%offirmswereCustomer-Oblivious Organizations.WhilecompaniesratedhighestintheareaofPurposefulLeadership,only 16%receivedverygoodratingsinthatcompetencyarea.Thisdatahighlightsthat companiesarestillinveryearlystagesofcustomerexperiencematurity.Weexpectthe resultstoimproveovertime;as65%ofrespondentswanttobecustomerexperience leaderswithinthreeyears. CompaniesAreInEarlyStagesOfCustomerExperienceMaturity Inthisreport,wevecompileddatasnapshotsfromtheTemkinGroupMay2010Survey.This analysislooksatresponsesfrom140+NorthAmericanfirmsthathaveannualrevenuesof$500 millionormore.Thedatainsightshavebeenarrangedintoseveralcategories. Plans,Ambitions,AndPriorities VoiceOfTheCustomer(VoC)AndNetPromoter SocialMediaEfforts CustomerExperienceCompetenciesDataChartsInThisReport Thisreporthas20figures: Figure1:CustomerExperience:CurrentAndFutureAmbition Figure2:CustomerDelightAcrossInteractions Figure3:ImportanceOfVariousCorporateGoals Figure4:MagnitudeOfCustomerExperienceEfforts Figure5:EnterprisewideCustomerExperienceLeadership Figure6:OrganizationsLeadingCustomerExperienceEfforts Figure7:SignificantObstaclesToCustomerExperienceEfforts Figure8:FormalizedVoiceOfTheCustomerPrograms Figure9:VoiceOfTheCustomerActivities Figure10:GaugingYourVoiceOfTheCustomerActivity Figure11:AdoptionOfNetPromoterScore(NPS) Figure12:CompaniesDoingSocialMediaActivities Figure13:GaugingYourSocialMediaActivity Copyright2010TemkinGroup.Allrightsreserved. Page2 3. TemkinGroupInsightReportwww.temkingroup.com Figure14:TheFourCustomerExperienceCompetencies Figure15:CustomerExperienceCompetencyAssessment Figure16:CustomerExperienceCompetencies(HighestLevels) Figure17:CustomerExperienceCompetencies(LowestLevels) Figure18:LevelsOfCustomerExperienceCompetencies Figure19:CustomerExperienceCompetencyAssessmentScores Figure20:OverallCustomerExperienceCompetencyLevelsAboutTheStudy TemkinGroupfieldedanonlinesurveyduringMay2010.Thereweremorethan440respondents. Afterisolatingthequalifyingcompaniesforthisstudy(NorthAmericanfirmswithatleast$500 millioninannualrevenues),TemkinGroupcleanedoutabnormalresponses.Weendedupwith155 totalrespondents,butonly140completedallaspectsofthesurvey.Herearesomeofthedemographicsoftherespondents: Morethanhalf(103)haveannualrevenuesofmorethan$1billion Thelargestindustriesrepresentedinthesampleweretechnologyproductsandservices (31),uncategorized(23),banksandconsumerfinance(22),insurance(17),health insurance(8),andmanufacturing(8). Therewere141NorthAmericanfirms,11Canadianfirms,and3thatidentifiedthemselves asoperatingglobally. Theprimarycustomersthatrespondentsidentifiedwere:Consumers(51),Businesses(45), Consumers&Businesses(58),andGovernmentalAgencies(1). Copyright2010TemkinGroup.Allrightsreserved.Page3 4. TemkinGroupInsightReport www.temkingroup.com AboutTheAuthor,BruceTemkin BruceTemkinisCustomerExperienceTransformist&ManagingPartnerofTemkinGroup.Heis widelyviewedasaleadingexpertinhoworganizationsbuilddifferentiationwithcustomer experience.Hehasworkedwithhundredsoflargeorganizationsonthestrategies,operational processes,organizationalstructures,leadership,andculturerequiredtosustainsuperiorcustomer relationships.BruceistheauthorofthepopularblogCustomerExperienceMatters (experiencematters.wordpress.com)whereheregularlypostsinsightsontopicssuchascustomer experience,branding,andleadership.PriortoformingTemkinGroup,BrucewasVicePresident&PrincipalAnalystwithForrester Research.Duringhis12yearswithForrester,heledthecompany'sbusiness-to-business,financial services,eBusiness,andcustomerexperiencepractices.BrucewasForrestersmost-readanalyst for13consecutivequartersandwasoneofthemostrespectedanalystsintheindustry.BruceauthoredseveralForrestersmostpopularresearchreportsoncustomerexperience includingExperience-BasedDifferentiation,TheCustomerExperienceJourney,andVoiceOfThe Customer:TheNextGeneration.HecreatedForrestersCustomerExperienceIndex,whichrates morethan100firmsontheiroverallcustomerexperience.Healsoledthecreationandupdatesof manyofForresterscustomerexperienceevaluationmethodologiesandtrainingworkshops.PriortoForrester,Bruceco-foundedandranacoupleofInternetstart-ups.Healsoheld managementpositionswithGE,StratusComputers,andFidelityInvestments.Brucehasbeenwidelyquotedinthepress,includingmediaoutletssuchasNewYorkTimes,Wall StreetJournal,andBusinessWeek.Bruceisahighlydemandedpublicspeakerwhocombinesdeepexpertisewithanengaging, entertainingstyle.Hehasdeliveredkeynotespeechesathundredsofindustryandcorporate events;oftenrecognizedasthetopspeaker.AtForrestersinauguralCustomerExperienceForumin 2009,forinstance,histwosessionsreceivedthetopratingsoftheevent.BruceholdsamastersdegreefromtheMITSloanSchoolofManagement,whereheconcentratedin businessstrategyandoperations.Healsoholdsanundergraduatedegreeinmechanical engineeringfromUnionCollege. Copyright2010TemkinGroup.Allrightsreserved.Page4 5. TemkinGroupInsightReportwww.temkingroup.com AboutTemkinGroup TemkinGroupisacustomerexperienceconsultingfirmwithonesimplegoalforitsclients:increase customerloyaltybybecomingmorecustomer-centric.Wecombinecustomerexperiencethought leadershipwithadeepunderstandingofthedynamicsoflargeorganizationstohelpsenior executivesacceleratetheirresults.TemkinGroupwasformedbasedonfourcorebeliefs: 1. Customerexperiencedrivesloyalty.Ourresearchandworkwithclientshasshownthat customersexperienceinfluenceshowmuchpeoplebuyfromyou,switchawayfromyou, andhowoftentheyrecommendyou.2. Improvementrequiressystemicchange.Companiescanimprovecustomerinteractions inisolatedareas,buttheycantdevelopcompetitiveadvantageuntilcustomerexperienceis embeddedintheiroperatingfabric.3. Itsajourney,notaproject.Buildingthecapabilitiestoconsistentlydelightcustomers doesnthappenovernight.Companiesneedtoplanforamulti-yearcorporatechange initiative.4. Wecanhelpyoumakeadifference.Transformationeffortsarenteasy,butleadingyour companytobemorecustomer-centricisworththeeffort.TemkinGroupcanhelp organizationsacceleratetheirresultsandavoidmanyofthebumpsalongtheway.TemkinGroupServices TemkinGroupservicesinclude: Interactiveworkshopstoinstillacommonmindset,vocabulary,andapproachacrossanorganization. Strategicreviewsofcustomerexperienceplansandobjectivestoidentifyopportunitiesforacceleratingeffortsandavoidingmisstepsalongtheway. Assessmentsofcustomerexperiencecompetenciestoidentifyandclosecriticalgaps. Seniorexecutivesessionstoensureappropriatelevelsofalignmentandcommitment. Executivecoachingtohelpexecutivesleadingcustomerexperienceefforts. Speechesandwebinarstoteachcustomerexperienceconcepts. Copyright2010TemkinGroup.Allrightsreserved.Page5

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