CX professionals rely on surveys a great deal to measure customer experience. That’s because surveys have their advantages but they have limits, too.
If your company has taken steps to move beyond surveys to measure customer experience, I'd love to hear your opinions, experiences and advice for my new research on “CX Measurement – Beyond Surveys”. Goal of this research is to share what companies do to measure customer experience in addition to surveys, which approaches are most promising and which challenges companies face doing that.
Your insights are appreciated, so if you would like to share your story (on or off the record), please contact me at: email@example.com
In our latest survey on the state of the art of VoC programs, 71 percent of respondents said their VoC program was not fully or mostly effective in driving actions. That's jarring. No matter how much effort you put into collecting VoC, the insights are still only as good as what stakeholders in the company do with them.
As a VoC program owner, you therefore need to get better at leveraging your internal customers so they drive the action required to improve customer experience and your bottom line. This is what my new report "How To Drive Action In VoC Programs" is all about.
First, you have to figure out your internal audiences. Some are more in tune to the VoC than others. Your audience often falls into three categories:
eCommerce in Brazil has gone from an $8 billion market in 2010 to a nearly $20 billion market today. As the market has grown, eCommerce team sizes have expanded and retailers’ priorities have shifted. We address these issues in the second of our three-part series on retail eCommerce in Brazil. The three reports summarize the findings of a survey we fielded of over 300 online retailers in Brazil together with partner e-Commerce Brasil.
Operations has the highest headcount while analytics and customer experience lag far behind. Our survey shows that the average eCommerce team in Brazil has 24 members, with half of those being part of the operations team. Customer service, IT and marketing fall further down the list. eCommerce teams include just two people in usability/customer experience and just one in analytics.
Hiring qualified talent remains many online retailers’ largest hurdle. When asked about challenges, retailers cited hiring as one of their biggest issues over the next 12 months. Not surprisingly, the two areas of low headcount cited above – customer experience and analytics – are two of the most challenging positions to hire for in other markets, as well. The other top challenge cited by Brazilian retailers was managing fulfillment costs and expectations – not surprising given Brazilian shoppers’ expectations of free, quick delivery in major metropolitan areas.
About two years ago I stopped taking cabs from my home in the suburbs of Boston to Boston’s Logan airport. I wasn’t drawn away by uberX; my local cab company pushed me away with its awful customer experience.
Here’s what happened: When I first started using my local cab company years ago, I’d call for pick up and a clean cab that seemed well maintained would arrive at the requested time, driven by a polite, professional cabbie. The price of the ride seemed fair.
Over time the cabs that came to pick me up got dirtier and dirtier, and the drivers looked sketchier and sketchier – even as the price went up until it was close to that of a car service.
The last straw was when my driver – a woman of indeterminate age wearing cutoffs, sandals, and a tank top – showed up late in a filthy cab that I didn’t want to get into while wearing a suit (sadly, I didn’t have much choice at that point unless I wanted to miss my flight). All the way to the airport all she talked about was how she was qualified for better jobs than driving a cab but that she kept getting fired from those jobs unfairly.
Really? I’m paying you to drive me while you tell me how you’re too good to drive me? If you can’t take pride in your work – like a cabbie in London or Tokyo would, and cabbies in the US used to do – then at least spare me (your customer) the endless stream of complaints.
To be clear, I wasn’t expecting white glove service. My requirements were pretty minimal: Show up on time in a clean cab, don’t dress in a way that makes me wonder whether you stole the cab, get me to my destination without acting like a lunatic, and charge me a reasonable price for your services. That’s a pretty low bar.
If you are, like me, deeply involved with digital advertising, one of the industry mantras of the last few years was anything with a taste of “PROGRAMMATIC.”
Yes, you can say it with me now: “PRO·GRAM·MAT·IC.” Ahhhh.
In reality, I think that we are only starting now to truly see programmatic methods and techniques adopted by ad sellers and buyers. Finally, in 2014 we have seen marketing leaders driving their digital media buying practices forward by combining rich customer data with algorithmically driven buying platforms to make digital advertising dollars more effective in reaching target audiences. And, while there is a long road ahead of us before the robots become self-aware, there are some key trends shaping the industry that point to a more sophisticated future for media buying:
1) Budget increases - Major brands and massive holding companies have huge goals for programmatic spending. With P&G striving to buy 70% to 75% of digital ads programmatically by the end of the year, Google striving for 60% of digital marketing budget on programmatic, and what seems like an arms race amongst the holding companies to see who can spend more programmatically, the future of software-driven media buying looks bright.
2) Growth in TV-land - As marketing leaders have started to up the ante for programmatic, sellers have taken notice, specifically across video and TV. The buzz about programmatic TV is taking hold, and we are seeing a new generation of ad tech commit to solving that problem for advertisers.
Hot off the presses: We’ve just published our 2014 US and Canadian Bank Digital Sales Benchmark reports, in which we assess the public websites of the five largest retail banks in each country — as well as their mobile sites and downloadable apps for smartphones and tablets. Our benchmark looks at a range of criteria across four categories: discover, explore, buy, and onboard (see image below).
Read the full reports by clicking on the following links:
Here are some of the findings from the research:
Bank of America narrowly edges out the competition to take the top US spot. For the second year in a row, Bank of America earns the highest overall score among the five largest retail banks. The firm excels by simplifying the online application process (it takes just a few minutes and guides the user with clear feedback and progress indicators) while supporting digital shoppers with chat and click-to-call options. At the same time, Bank of America enables easy cross-channel shopping for digital researchers who want to move offline to apply, with branch appointment scheduling available online.
The term "selfie" entered our lexicon only recently, thanks to the ease with which they can be taken and distributed via cell phones and mobile data connections. But the practice of taking a photo of oneself is decidedly not a newphenomenon.
Last week, I did something I don't often find myself doing: I watched live TV. I landed on The Voice for a while and caught a Nissan commercial/music video featuring the contestants on the show. This reminded me of the similar ads American Idol used to produce with Ford. While my friend had a visceral reaction to the ad ("It doesn't make me want to buy a Nissan"), I spent less time extolling the virtues and necessity of branding and more time thinking about what these ads are: they're native.
Marketing teams are expanding their use of mobile across functional, geographic, and brand boundaries, and the mobile vendor ecosystem is still fragmented and increasingly convoluted. The result? Marketing leaders are unsure about how to organize and support their growing mobile initiatives — they’re not even certain what responsibilities and talents they should allocate to mobile.
While CMOs are the primary leaders of mobile strategy among C-Suite executives, there’s rarely one clear mobile leader simply because mobile is not solely the domain of marketers. A third of marketers we interviewed still lack CMO support. While executives consider mobile as strategic, only 35% of marketers we surveyed consider they have the budget they need to support their initiatives. More often than not, we have found that marketing leaders lack mobile skills and ways to coordinate mobile across the company.
Looking down the road, the widespread adoption of mobile technologies will deliver unprecedented levels of change for marketing leaders and their teams as:
Agile approaches to marketing will become standard. To embrace the velocity and agility required to reap the benefits of the mobile world, marketing leaders will need to transform their teams’ organization and processes. Mobile’s data granularity and velocity will drive the need to constantly iterate marketing campaigns and tactics.
It's the Thanksgiving holiday here in the US tomorrow. Soon we will gather around the table with family and friends to feast and give thanks for our many blessings and the things we most appreciate in life. If your home is anything like mine, it's also a time when we get together to share stories, both past and present.
What is it about stories that makes them so compelling?