Benchmark
Benchmark
Digital Customer Experience 2016 How do the Top 200 European companies improve their websites and apps with online customer feedback?
Conducted by:
Benchmark Digital Customer Experience 2016
Index 1.
Introduction: Purpose of the Benchmark
2.
Three phases: Measure, Manage & Master
3.
Results of the Measure phase
4.
Results of the Manage phase
5.
Results of the Master phase
6.
Scores by industry
7.
Level of success
8.
Active policy
9.
Expected investments
10.
Management summary
Benchmark Digital Customer Experience 2016
Introduction: Purpose of the Benchmark Keeping up in a rapidly changing digital landscape The Digital Customer Experience Benchmark 2016 is an annual report on the status quo of Digital Customer Experience (Digital CX) amongst marketing professionals in Western Europe. This report gives valuable insights into how companies measure and manage digital customer experience. By this we mean customer experience via digital touchpoints. This refers to digital channels such as websites and mobile apps, as well as social media and digital newsletters. The benchmark also provides insight into how companies rank among the different industries and which facets of digital customer experience can be improved. Research design Nearly a thousand professionals were selected to participate. These professionals are active in the fields of Digital Marketing, E-Commerce and Marketing Intelligence at leading corporates in Western Europe. The results are often presented in relation to the scores from last year, in order to make it clear which companies have made progress. The participants were presented with a brief questionnaire regarding the level of activity within their companies around digital customer experience. Among the participants were professionals from several different industries including: finance, telecommunications, energy, online retail and automotive companies.
Title of the book
2. Three phases: Measure, Manage & Master There are roughly three phases: Measure, Manage and Master. These phases are based on the internationally recognised, “stages of Customer Experience Maturity” from industry experts including Temkin Group (USA) and Nunwood (UK).
Measure: Almost all companies measure digital customer experience. The Benchmark zooms in on how companies collect feedback via digital channels such as website and mobile apps.
Manage: The Manage phase is mainly about what is done with the collected feedback. How do companies analyse and report the feedback? According to most respondents, the customer feedback is occasionally reported at board level in their organisation. This is strange because the customer satisfaction is a fixed KPI at non-digital touchpoints such as call centres and has already been regularly reported to the board for some time now.
Master: Following up on customers is important. For example, when you see visitors are experiencing problems ordering online or finding the right information. Taking action on feedback is what we call part of the Master phase and according to our research only a small percentage has this process in place. On the next page you will find the results for all three phases.
The future of online customer feedback
Notables The graph above shows the score per phase compared to last year. The maximum score for each section is 25 points. What is notable here is that there is practically no shift in relation to 2015. Many companies are actually still focusing mainly on collecting customer feedback, only to take advantage of quick-wins. But it is also apparent that a quarter of the respondents do not collect any feedback from their digital channels and compared to last year, this hasn’t changed. Many professionals find it difficult – even though there is a 1 point improvement in the Master phase – to inform colleagues within their organisation in a structural manner. Encouraging colleagues to take internal action towards the customer proves to be a challenge as well.
3. Results of the Measure phase Measurement is the key The majority of the surveyed companies collect feedback from digital channels. These companies also think that measuring feedback is in the hands of the right department. Usually this is the (online) marketing team. When it comes to measuring digital customer experience, digital channels are not always given as much attention (in terms of budget/resources) as traditional, offline channels. Little has changed in this area over the last year, even though many respondents indicated last year that (much) more attention and budget would be invested towards measuring digital customer feedback.
4. Results of the Manage phase Analysing and reporting feedback There are two small increases in regards to reporting feedback metrics on board level and the real-time monitoring of feedback. What is notable is that feedback is not usually shared outside of a team. In other words, teams and other disciplines/roles within the organisation have no insight into the collected feedback. Feedback is therefore rarely reported outside of a team. Digital customer experience does not overcome organisational “silos” in many cases. This is a missed opportunity, especially when you consider the fact that about 40% of feedback from the website is NOT about the website.
5. Results of the Master phase From insights to action Just as in the Manage phase, companies experience difficulty involving other departments in their feedback program. If the results concerning digital customer feedback are not shared with other teams, you can see that taking action – both internally and externally – has proved difficult. A positive point compared to last year is that customer follow-ups are taking place sooner.
Digital Customer Experience Benchmark 2016
6. Scores by industry Are there large differences between industries? There are no major shifts in this area. Companies in the telecommunications, automotive and financial industries scored just as high as last year. Retail, media and government/non-profit (Other) scored a bit lower last year.
Digital Customer Experience Benchmark 2016
7. Level of success Is there still room for improvement? Only 25% of the companies surveyed think they are successful or very successful in terms of digital customer experience. This is a small increase compared to the 20% from last year. This indicates that there is still a lot of room for improvement among European companies. Almost a quarter (24%) think it’s too early to determine if they are successful. In most cases, this is because they have only just started collecting feedback.
Digital Customer Experience Benchmark 2016
8. Active policy Does an active policy have an impact? This part of the benchmark shows that companies with active policies have a higher score in regards to the three phases: Measure, Manage and Master. Companies that have had an active policy in place for “measuring and improving” digital customer experience for more than two years score higher than companies that have had a policy in place for less than six months.
The future of online customer feedback
9. Expected investments What are the plans for the coming year? 87% of the companies have expressed that they will invest more in measuring and managing digital customer experience in the next twelve months. Last year this figure was 84%.
10. Management Summary One of the most notable findings within the Digital Customer Experience Benchmark 2016 is that very little progress has been made with the scores of the three phases, “Measure, Manage & Master”. The average scores in all three phases remained virtually the same. This is interesting because in 2015, 84% of the respondents said that they would invest more. Even though most companies have started collecting feedback on digital channels, there are still some companies that hardly collect feedback or do not collect it at all. If you look at the three phases “Measure, Manage & Master” you see that the majority of companies have more of a focus on collecting feedback and are less fanatic about analysing and reporting the results, as well as taking action. Should this occur, it is often because the action is limited to one team and therefore does not transcend the “silos” of the organisation. This is a shame because it leaves so many parts of the company in the dark about valuable feedback from the client.
Only 25% of respondents think his/her organisation is successful in regards to measuring and improving the digital customer experience. However, this is a 5% increase compared to last year. 87% have voted positively in regards to their plans of increasing investment in measuring and managing digital customer experience in the next twelve months. Curious if this will actually happen? Read it in the Benchmark for 2017!
Digital Customer Experience Benchmark 2016
Contact Headquarters
UK Office
Pannekoekstraat 104 3011 LE, Rotterdam The Netherlands
86-90 Paul Street Shoreditch – London EC2A 4NE United Kingdom
E: [email protected] P: +31 10 8200075 www.mopinion.com
E: [email protected] P: +44 (0) 20 3095 3225 www.mopinion.com
Want to know more? Would you like to know more about the study or what online customer feedback can do for your organisation? Contact us: Toon Alleman Director of Customer Success [email protected]
Digital Customer Experience 2016 How do the Top 200 European companies improve their websites and apps with online customer feedback?
Conducted by:
Benchmark Digital Customer Experience 2016
Index 1.
Introduction: Purpose of the Benchmark
2.
Three phases: Measure, Manage & Master
3.
Results of the Measure phase
4.
Results of the Manage phase
5.
Results of the Master phase
6.
Scores by industry
7.
Level of success
8.
Active policy
9.
Expected investments
10.
Management summary
Benchmark Digital Customer Experience 2016
Introduction: Purpose of the Benchmark Keeping up in a rapidly changing digital landscape The Digital Customer Experience Benchmark 2016 is an annual report on the status quo of Digital Customer Experience (Digital CX) amongst marketing professionals in Western Europe. This report gives valuable insights into how companies measure and manage digital customer experience. By this we mean customer experience via digital touchpoints. This refers to digital channels such as websites and mobile apps, as well as social media and digital newsletters. The benchmark also provides insight into how companies rank among the different industries and which facets of digital customer experience can be improved. Research design Nearly a thousand professionals were selected to participate. These professionals are active in the fields of Digital Marketing, E-Commerce and Marketing Intelligence at leading corporates in Western Europe. The results are often presented in relation to the scores from last year, in order to make it clear which companies have made progress. The participants were presented with a brief questionnaire regarding the level of activity within their companies around digital customer experience. Among the participants were professionals from several different industries including: finance, telecommunications, energy, online retail and automotive companies.
Title of the book
2. Three phases: Measure, Manage & Master There are roughly three phases: Measure, Manage and Master. These phases are based on the internationally recognised, “stages of Customer Experience Maturity” from industry experts including Temkin Group (USA) and Nunwood (UK).
Measure: Almost all companies measure digital customer experience. The Benchmark zooms in on how companies collect feedback via digital channels such as website and mobile apps.
Manage: The Manage phase is mainly about what is done with the collected feedback. How do companies analyse and report the feedback? According to most respondents, the customer feedback is occasionally reported at board level in their organisation. This is strange because the customer satisfaction is a fixed KPI at non-digital touchpoints such as call centres and has already been regularly reported to the board for some time now.
Master: Following up on customers is important. For example, when you see visitors are experiencing problems ordering online or finding the right information. Taking action on feedback is what we call part of the Master phase and according to our research only a small percentage has this process in place. On the next page you will find the results for all three phases.
The future of online customer feedback
Notables The graph above shows the score per phase compared to last year. The maximum score for each section is 25 points. What is notable here is that there is practically no shift in relation to 2015. Many companies are actually still focusing mainly on collecting customer feedback, only to take advantage of quick-wins. But it is also apparent that a quarter of the respondents do not collect any feedback from their digital channels and compared to last year, this hasn’t changed. Many professionals find it difficult – even though there is a 1 point improvement in the Master phase – to inform colleagues within their organisation in a structural manner. Encouraging colleagues to take internal action towards the customer proves to be a challenge as well.
3. Results of the Measure phase Measurement is the key The majority of the surveyed companies collect feedback from digital channels. These companies also think that measuring feedback is in the hands of the right department. Usually this is the (online) marketing team. When it comes to measuring digital customer experience, digital channels are not always given as much attention (in terms of budget/resources) as traditional, offline channels. Little has changed in this area over the last year, even though many respondents indicated last year that (much) more attention and budget would be invested towards measuring digital customer feedback.
4. Results of the Manage phase Analysing and reporting feedback There are two small increases in regards to reporting feedback metrics on board level and the real-time monitoring of feedback. What is notable is that feedback is not usually shared outside of a team. In other words, teams and other disciplines/roles within the organisation have no insight into the collected feedback. Feedback is therefore rarely reported outside of a team. Digital customer experience does not overcome organisational “silos” in many cases. This is a missed opportunity, especially when you consider the fact that about 40% of feedback from the website is NOT about the website.
5. Results of the Master phase From insights to action Just as in the Manage phase, companies experience difficulty involving other departments in their feedback program. If the results concerning digital customer feedback are not shared with other teams, you can see that taking action – both internally and externally – has proved difficult. A positive point compared to last year is that customer follow-ups are taking place sooner.
Digital Customer Experience Benchmark 2016
6. Scores by industry Are there large differences between industries? There are no major shifts in this area. Companies in the telecommunications, automotive and financial industries scored just as high as last year. Retail, media and government/non-profit (Other) scored a bit lower last year.
Digital Customer Experience Benchmark 2016
7. Level of success Is there still room for improvement? Only 25% of the companies surveyed think they are successful or very successful in terms of digital customer experience. This is a small increase compared to the 20% from last year. This indicates that there is still a lot of room for improvement among European companies. Almost a quarter (24%) think it’s too early to determine if they are successful. In most cases, this is because they have only just started collecting feedback.
Digital Customer Experience Benchmark 2016
8. Active policy Does an active policy have an impact? This part of the benchmark shows that companies with active policies have a higher score in regards to the three phases: Measure, Manage and Master. Companies that have had an active policy in place for “measuring and improving” digital customer experience for more than two years score higher than companies that have had a policy in place for less than six months.
The future of online customer feedback
9. Expected investments What are the plans for the coming year? 87% of the companies have expressed that they will invest more in measuring and managing digital customer experience in the next twelve months. Last year this figure was 84%.
10. Management Summary One of the most notable findings within the Digital Customer Experience Benchmark 2016 is that very little progress has been made with the scores of the three phases, “Measure, Manage & Master”. The average scores in all three phases remained virtually the same. This is interesting because in 2015, 84% of the respondents said that they would invest more. Even though most companies have started collecting feedback on digital channels, there are still some companies that hardly collect feedback or do not collect it at all. If you look at the three phases “Measure, Manage & Master” you see that the majority of companies have more of a focus on collecting feedback and are less fanatic about analysing and reporting the results, as well as taking action. Should this occur, it is often because the action is limited to one team and therefore does not transcend the “silos” of the organisation. This is a shame because it leaves so many parts of the company in the dark about valuable feedback from the client.
Only 25% of respondents think his/her organisation is successful in regards to measuring and improving the digital customer experience. However, this is a 5% increase compared to last year. 87% have voted positively in regards to their plans of increasing investment in measuring and managing digital customer experience in the next twelve months. Curious if this will actually happen? Read it in the Benchmark for 2017!
Digital Customer Experience Benchmark 2016
Contact Headquarters
UK Office
Pannekoekstraat 104 3011 LE, Rotterdam The Netherlands
86-90 Paul Street Shoreditch – London EC2A 4NE United Kingdom
E: [email protected] P: +31 10 8200075 www.mopinion.com
E: [email protected] P: +44 (0) 20 3095 3225 www.mopinion.com
Want to know more? Would you like to know more about the study or what online customer feedback can do for your organisation? Contact us: Toon Alleman Director of Customer Success [email protected]
