November 10, 2011 – A new report from Temkin Group finds that only 10 percent of firms have good customer experience metrics programs. Temkin, a customer experience research and consulting firm, surveyed more than 200 customer metrics programs in large organizations. Through a self-assessment questionnaire, Temkin found that only 41 percent of executives look at customer experience metrics more frequently than once per quarter. 

Companies use a wide range of metrics to track customer experiences. In general, there are four layers of customer experience metrics: behaviors, attitudes, perceptions and interactions. Metrics include measurements based on trackable characteristics that range from customer recommendations to brand preferences to emotional satisfaction to time on a call.

Overall, the study found the tasks of customer service, satisfaction and phone interaction were accomplished “fairly well” by organizations. The study showed that 52 percent of organizations are good at collecting and communicating customer experience metrics and 19 percent are good at making tradeoffs between financial and customer experience metrics.

Temkin’s assessment also revealed some less-effective metrics in terms of measuring customers across the lifecycle. The emotional response of customers and cross-channel interactions were also difficult to discern. Generally, Temkin Group found that companies haven’t integrated customer experience metrics into their decision-making or operational processes, a potential source of great benefit.

Different elements of experience measurement were found to have varying effectiveness. For example, 60 percent of the metrics were found to be effective at measuring customer service, and 39 percent were found to be effective at measuring new customers.

Obstacles to successful insight include limited visibility of customer experience metrics and lack of taking action, which came out as the top issues. Temkin suggests that companies need to identify the interactions that have the largest impact on customer perceptions. In turn, Temkin advises supporting the business and brand strategy via those elements that drive the most changes in customer attitudes and behaviors.

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