This report summarizes a survey on customer experience. Key findings include:
- 80% of consumers will never return to a company after a negative experience, up from 68% in 2006.
- Outstanding service is the top reason consumers continue and recommend business with a company.
- Consumers are most frustrated when unable to reach a live agent and experience long wait times. Negative experiences can impact behavior and health.
- Companies must engage customers across multiple channels like phone, email, web chat to meet varying preferences.
Download the full report here: http://bit.ly/2tmiJgS
For a copy sent directly to you, email us at info@ccwdigital.com
You’re investing in the customer experience. But is the experience you’re creating the one your customers actually want? Our CCW Digital Executive Report on the Customer Experience will answer that question.
CCW Digital surveyed everyday consumers about what they demand when it comes to the customer experience.
Some questions answered in this report:
- How many bad experiences will make a customer switch to a competitor?
- Will customers really pay more for a good experience?
- What are customers’ Top 5 demands when interacting with a business?
- What factors prevent businesses from meeting those demands?
- What are the most common customer complaints?
- How well do businesses respond to customer feedback?
- How do customers really feel about calling for customer service?
Get the report: http://bit.ly/2tmiJgS
McCallum Layton conducted a Snapshots study in November 2015 in order to gain an understanding of people’s current attitudes to customer service, and the role it plays in their relationships with companies and brands.
This survey confirmed, again, that consumers are challenging companies to sit up and take notice; and if they aren’t willing to care for their customers, they will go elsewhere.
Deck on the Impact on Customer Loyalty of the challenging economic, regulatory and technology environments 2009 – 2010. Publically available data were reviewed and extrapolations were made where necessary.
The Future of Customer Service: From Personal, to Self, to Crowd ServiceSteven Van Belleghem
The corporate world is at full stretch. On the one hand companies must meet ever-growing expectations with regard to customer experience, while on the other hand there’s a need for economic efficiency. The ultimate challenge for the customer service of the future consists in offering improved customer service at a lower cost.
In the years to come, every company will question its customer processes. Any sensible company will strive to create the ideal combination between efficiency and the perfect customer experience. Players who are only active online, such as Amazon.com and Booking.com, boast a highly efficient customer process. Even though their customers rarely come into contact with actual people they still provide a very satisfactory customer experience. Traditional companies have a history of a personal service burdened with a heavy cost structure.
To avoid overstretching, traditional companies must invest in digitization and in forging a personal (emotional) connection with the customer. Technology is opening up new possibilities in this regard but customers also like personal contact. This combination is shaping the future of customer service: a shift to self-service while still keeping things personal. Also, the service package is expanded by involving the customers themselves in the process. The customer-helps-customer philosophy (crowd service) enables companies to be more efficient and improve their service without losing sight of the human aspect. Fifty-five percent of consumers like the idea of other consumers helping them and 58% are prepared to help others . The customer is ready for crowd service.
This paper was written based on my own research (in collaboration with SSI and translation partner No problem!), desk research and discussions with companies. This paper takes a closer look at new trends and evolutions in the field of customer service.
As healthcare becomes more of a commodity over time, healthcare consumers will engage in shopping behavior based on price and quality. They will be demanding a better experience.
2014 Customer Loyalty ASEAN Conference: Lassu (lassuloyalty.com)Jim D Griffin
Jim Griffin discusses three levels of maturity in customer loyalty marketing. He then presents the results of a cross-sectional household survey in the Philippines, concluding with two case studies that illustrate customer loyalty marketing at a cross-roads between mediocrity and excellence. Jim is the founder of Lassu (lassuloyalty.com). He has helped dozens of clients and programs across multiple verticals, including healthcare, travel, retail, telecommunications, banking and business-to-business.
Download the full report here: http://bit.ly/2tmiJgS
For a copy sent directly to you, email us at info@ccwdigital.com
You’re investing in the customer experience. But is the experience you’re creating the one your customers actually want? Our CCW Digital Executive Report on the Customer Experience will answer that question.
CCW Digital surveyed everyday consumers about what they demand when it comes to the customer experience.
Some questions answered in this report:
- How many bad experiences will make a customer switch to a competitor?
- Will customers really pay more for a good experience?
- What are customers’ Top 5 demands when interacting with a business?
- What factors prevent businesses from meeting those demands?
- What are the most common customer complaints?
- How well do businesses respond to customer feedback?
- How do customers really feel about calling for customer service?
Get the report: http://bit.ly/2tmiJgS
McCallum Layton conducted a Snapshots study in November 2015 in order to gain an understanding of people’s current attitudes to customer service, and the role it plays in their relationships with companies and brands.
This survey confirmed, again, that consumers are challenging companies to sit up and take notice; and if they aren’t willing to care for their customers, they will go elsewhere.
Deck on the Impact on Customer Loyalty of the challenging economic, regulatory and technology environments 2009 – 2010. Publically available data were reviewed and extrapolations were made where necessary.
The Future of Customer Service: From Personal, to Self, to Crowd ServiceSteven Van Belleghem
The corporate world is at full stretch. On the one hand companies must meet ever-growing expectations with regard to customer experience, while on the other hand there’s a need for economic efficiency. The ultimate challenge for the customer service of the future consists in offering improved customer service at a lower cost.
In the years to come, every company will question its customer processes. Any sensible company will strive to create the ideal combination between efficiency and the perfect customer experience. Players who are only active online, such as Amazon.com and Booking.com, boast a highly efficient customer process. Even though their customers rarely come into contact with actual people they still provide a very satisfactory customer experience. Traditional companies have a history of a personal service burdened with a heavy cost structure.
To avoid overstretching, traditional companies must invest in digitization and in forging a personal (emotional) connection with the customer. Technology is opening up new possibilities in this regard but customers also like personal contact. This combination is shaping the future of customer service: a shift to self-service while still keeping things personal. Also, the service package is expanded by involving the customers themselves in the process. The customer-helps-customer philosophy (crowd service) enables companies to be more efficient and improve their service without losing sight of the human aspect. Fifty-five percent of consumers like the idea of other consumers helping them and 58% are prepared to help others . The customer is ready for crowd service.
This paper was written based on my own research (in collaboration with SSI and translation partner No problem!), desk research and discussions with companies. This paper takes a closer look at new trends and evolutions in the field of customer service.
As healthcare becomes more of a commodity over time, healthcare consumers will engage in shopping behavior based on price and quality. They will be demanding a better experience.
2014 Customer Loyalty ASEAN Conference: Lassu (lassuloyalty.com)Jim D Griffin
Jim Griffin discusses three levels of maturity in customer loyalty marketing. He then presents the results of a cross-sectional household survey in the Philippines, concluding with two case studies that illustrate customer loyalty marketing at a cross-roads between mediocrity and excellence. Jim is the founder of Lassu (lassuloyalty.com). He has helped dozens of clients and programs across multiple verticals, including healthcare, travel, retail, telecommunications, banking and business-to-business.
Teckst 2019 Customer Service Planning GuideTeckstco
More than half of consumers (54%) say that the customer experience at most companies needs improvement. And one in three consumers will walk away from a brand they love after a single bad experience. Learn how you can use two-way messaging to meet customers on their favorite channels, providing personalized service while increasing agent efficiency and decreasing costs.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
Loyalty is more than just a program it is becoming a vehicle for brand philosophy. The new breed of successful loyalty programs go beyond perks to build impactful emotional connections with customers. Unparalleled customer loyalty begins and ends with the quality of your relationships with customers.
Behavioral loyalty is at the core of most loyalty programs today. Customers make a purchase or provide information in exchange for a reward. This is as valuable today as ever, but it’s also no longer enough. In addition to rewarding customers for transactions and information, companies also need to reward customers for interactions—specifically, social interactions that translate to engagement and advocacy. In other words, organizations must find creative ways to use their loyalty programs to foster attitudinal loyalty; to build and capitalize on the emotional connections engaged customers have with their preferred brands.
This presentation discusses the benefits and drawbacks of rewarding customers for such behaviors and transactions and information sharing, as well as the challenges and opportunities of rewarding customers for actions that show genuine engagement and advocacy. It also examines the competitive advantage companies can create by building a loyalty program that rewards customers for all three, as well as how to do so
Top 10 mistakes to avoid for customer loyalty programsGenesis Capunitan
The goal of customer loyalty programs is to provide great benefits to customers who keep coming back to the company for more products and services. Correct? Unfortunately, the goal of these programs are becoming less of an opportunity to strengthen customer relationships with exclusive benefits but to grow the size of the customer base – quantity over quality. There are many compelling reasons why companies are being forced to reduce the quality of their programs, including cutting costs, increasing shareholder value, etc…However, it is important to avoid key mistakes in running a customer loyalty program, despite the challenges a company may be facing. Here are a few…
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Le lien entre la mesure de l’effort client et les indicateurs globaux, que sont notamment l’intention de continuer à travailler avec l’entreprise et la recommandation de celle-ci, n’est plus à prouver. Globalement, le principe est que moins le client a d’effort à fournir lors d’une interaction, plus il recommandera et sera fidèle à l’entreprise. Cela est tout particulièrement vrai dans un contexte/situation de réclamations ou d’incidents.
It’s important to understand the potential of social networking and the customer experience as well as how these technologies can be harnessed to deliver on corporate objectives.
Teckst 2019 Customer Service Planning GuideTeckstco
More than half of consumers (54%) say that the customer experience at most companies needs improvement. And one in three consumers will walk away from a brand they love after a single bad experience. Learn how you can use two-way messaging to meet customers on their favorite channels, providing personalized service while increasing agent efficiency and decreasing costs.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
Loyalty is more than just a program it is becoming a vehicle for brand philosophy. The new breed of successful loyalty programs go beyond perks to build impactful emotional connections with customers. Unparalleled customer loyalty begins and ends with the quality of your relationships with customers.
Behavioral loyalty is at the core of most loyalty programs today. Customers make a purchase or provide information in exchange for a reward. This is as valuable today as ever, but it’s also no longer enough. In addition to rewarding customers for transactions and information, companies also need to reward customers for interactions—specifically, social interactions that translate to engagement and advocacy. In other words, organizations must find creative ways to use their loyalty programs to foster attitudinal loyalty; to build and capitalize on the emotional connections engaged customers have with their preferred brands.
This presentation discusses the benefits and drawbacks of rewarding customers for such behaviors and transactions and information sharing, as well as the challenges and opportunities of rewarding customers for actions that show genuine engagement and advocacy. It also examines the competitive advantage companies can create by building a loyalty program that rewards customers for all three, as well as how to do so
Top 10 mistakes to avoid for customer loyalty programsGenesis Capunitan
The goal of customer loyalty programs is to provide great benefits to customers who keep coming back to the company for more products and services. Correct? Unfortunately, the goal of these programs are becoming less of an opportunity to strengthen customer relationships with exclusive benefits but to grow the size of the customer base – quantity over quality. There are many compelling reasons why companies are being forced to reduce the quality of their programs, including cutting costs, increasing shareholder value, etc…However, it is important to avoid key mistakes in running a customer loyalty program, despite the challenges a company may be facing. Here are a few…
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Le lien entre la mesure de l’effort client et les indicateurs globaux, que sont notamment l’intention de continuer à travailler avec l’entreprise et la recommandation de celle-ci, n’est plus à prouver. Globalement, le principe est que moins le client a d’effort à fournir lors d’une interaction, plus il recommandera et sera fidèle à l’entreprise. Cela est tout particulièrement vrai dans un contexte/situation de réclamations ou d’incidents.
It’s important to understand the potential of social networking and the customer experience as well as how these technologies can be harnessed to deliver on corporate objectives.
The Importance of Multi-Channel Contact and Social Media to the Customer Expe...RightNow Technologies
According to RightNow's UK retail research, multi-channel customer care is welcomed but must be consistent in its responses in order to provide a superb customer experience.
Based on a survey commissioned by RightNow and conducted by Harris Interactive, this report explores the relationship between consumers and brands. It reveals facts about what consumers are looking for and identifies concrete actions brands can take to keep the connection with consumers alive and well.
Exceptional customer service is something that every company should have. This Slideshare discusses how customer service can impact your sales whether positive or negative and how you can win back customers that haven't had a pleasant experience.
15 Facts and Stats that outline just how important it is to focus and deliver a seamless customer experience. 70% of buying experiences are based on how the customer feels they are being treated.
[Series] Critical Channels of Choice - Part 1: CX Now…CX How? Explore the StackPrecisely
As a CX and marketing professional, you are responsible for communicating and
engaging with your prospects and clients in their moment of need. We’d like to
introduce you to our powerful portfolio of digital solutions designed for CX and
marketing professionals.
View this on-demand webinar to explore the key channels where your customers
want to engage with you – and how as a customer-obsessed organization, you can
embrace new market opportunities and exceed their expectations.
Interactive Discussion led by Aaron Davis, MSHA, FACHE, CPXP, Vice President & Chief Experience Officer, UMC Health System, at the marcus evans National Healthcare CXO Summit in Boston MA October 16-18, 2022
A SlideShare based on the results of a 2013 international survey of more than 500 e-commerce and e-business professionals, sponsored by IBM Tealeaf and conducted by Econsultancy
This Quality Reviews guide will help you understand the importance of patient experience. Patients who have a positive experience with their care commonly have better health.
New Protiviti survey shows that banks have ample room for improvement in exceeding customer expectations, managing the customer experience and, perhaps more importantly, convincing consumers that they care about their complaints.
In the year of the customers, executives didn’t decide how customer-centric their companies should be – the customers did. Digital communication channels explode and mobile devices got smarter, customer expectations changed drastically. Customers expected consistent, proactive, personalized service across a growing number of channels, resulting in a positive, pain-free customer experience.
The customers didn't have the time or patience to wait on hold or fumble through clunky IVR systems. Those were obstacles of the past.
These are the top trends I noticed in the customer service domain in 2014.
SDL surveyed nearly 3000 consumers across 9 countries and 3 generations about their single or most prominent points of CX failure and CX success over the last 10 years, how they behave as a result and the impact on a brand. Download the report to learn where the points of failure occur, how different generations and regions classify failures, how different consumers respond to failure and what can be done to take advantage of this wakeup call and avoid failure fallout.
Customer experience (sometimes referred to as CX) is the product of an interaction between an organization and a customer over the duration of their relationship.
A good customer experience means that the individual’s experience during all points of contact matches the individual’s expectations.
Your customers have transitioned from tethered and tolerant to mobile and multitasking. To meet customers’ ever-growing expectations, you must ensure their experiences are pain-free by delivering proactive and engaging interactions across the entire customer journey.
During this webinar, Engaging the Digital Customer: Experiences that Drive Revenue and Loyalty, industry analyst Paul Greenberg will discuss ways to increase customer value, including:
* Understanding how and when to interact with customers
* Considerations for systems of engagement
* Role of proactive engagement to drive revenue
* Detailed use case from strategy to implementation
Similar to RightNow's 2nd Annual Customer Experience Impact Report (20)
The 2010 customer experience impact report cited that 82% of consumers have stopped doing business with
a company as a result of a negative experience. What is different from years past is that
companies now understand this phenomenon and have seen the impact that a negative
experience can have on its reputation and bottom line (heard of “United Breaks
Guitars” anyone?). Companies invest in customer service to avoid bad experiences, but
what is the impact of a positive one?
The 2010 Customer Experience Impact Report, commissioned by RightNow and
conducted by Harris Interactive®, unveiled some significant results on how much
consumers are willing to spend to ensure a superior customer experience and the
overall influence customer experience has on a company’s top and bottom line.
Cloud-Based Customer Experience Management Solutions For Government AgenciesRightNow Technologies
This white paper provides insights for cloud computing buyers and vendors into the opportunities and challenges of certifying cloud-based solutions for U.S. Federal Government Civilian Agencies.
Presentation from the RightNow Technologies Webcast - Piloting the Cloud: The Open Government Directive. Learn how government agencies can see measurable, cost-effective results from a pilot implementation of a secure, cloud based Customer Experience (CX) solution to meet the 60 day deadline for deploying an Open Government Webpage and other Open Government Deliverables.
How to Improve Customer Experience While Reducing Costs. Presented by Kevin Paschuck, VP Public Sector at the 2009 Digital Government Institute’s Government Customer Service Conference.
Proven Strategies for Transparent Collaborative Government CustomerRightNow Technologies
Presentation given in August 2009 by Ben Madgett, Senior Analyst, Datamonitor and Daniel Schaub, Sr. Web Manager & Acting Director for Digital Communications with the U.S. Department of State discussing some of the proven strategies agencies are using to see measurable, cost-effective results from implementing a secure, cloud based CRM solution.
Bob Thompson of CustomerThink speaks about delivering total customer value that drives genuinely loyal customer attitudes.
Laef Olson, RightNow's CIO, talks about the 10 things to ask your SaaS vendor before entering the cloud
Contact Center 09 – Not Just Surviving But Thriving In A Down EconomyRightNow Technologies
Keynote speaker, Donna Fluss, president of DMG Consulting, shares key strategies to help you:
- Improve productivity by reducing expenses
- Provide an outstanding customer experience
- Generate incremental revenue
- Retain customers
Next you’ll here from RightNow's Director of Product Marketing, Stephen Bell. Steve will unveil technologies that will help you deliver on the recommended strategies.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. 2007 Customer Experience Impact Report
Negative experiences had a bigger impact this year. Results show that 80%
of consumers will never go back to an organization after
a negative experience, up from 68% in 2006.
!
The upside: service continues to be a huge
differentiator. 51% of respondents cited outstanding Outstanding service is more important than low
service as the top reason they continue to do business prices and quality products.
with a company. Another 60% said it was the top 80% of consumers will never go back to a
reason they would recommend a company. company after a negative experience
74% of consumers will register a complaint or tell
Based on results from the second RightNow sponsored others of a bad experience, up from 67% in 2006.
survey conducted by Harris Interactive of 2,049 US
adults, this report examines how consumers engage
with companies, both online and via phone, what
frustrates and pleases them and how customer experiences impact their
thoughts and actions. This report also uncovers regional differences in how
consumers engage with companies and react to various customer experiences.
Connecting with customers across multiple touch points
To understand consumers, companies must first understand how to connect
and communicate with them. 60% of consumers cite speaking with a live
agent via the telephone as the number one way they want to interact with a
company, while 26% said they prefer email. Also, when online, 68% engage
with an organization because they need information on a product, service
or company. Interestingly, more than half (51%) of those online want the
ability to “chat” live via the Web with a customer service representative.
Since preferences vary, companies should be prepared to engage with
customers and deliver service across every possible channel: phone, email,
web, chat and in person.
3. Consumer’s frustration is affecting behavior
When contacting a company or organization, consumers are
most frustrated when they cannot reach a live human being
!
(68%). Also, 56% find waiting on hold, listening to bad Bad customer experiences can make people sick
music or repetitive messages frustrating. Unanswered emails
and phone messages frustrates 33% of consumers. Once 29% of US consumers have gotten a headache,
frustrated, consumer’s behaviour can become aggressive, felt their chest tighten and/or cried after a
negative customer experience.
and they can even feel sick. For example, after a negative
experience with a company or organization:
• 80% of US adults decided to never go back to that company;
• 74% registered a complaint or told others;
• 47% swore and/or shouted;
• 29% have had a headache, felt their chest tighten and/or cried;
• 13% posted a negative online review or blog entry.
In addition, after a negative customer experience, 34% !
have fantasised about emailing friends, family or colleagues
asking them to boycott the company or organization. 12% Compared to their counterparts across the US:
have dreamed of picketing and/or defacing a company/ Midwesterners are more likely to swear, feel their
organization’s headquarters. chest tighten or get a headache after a bad
customer experience.
The power of positive customer experiences
Westerners are more likely to never return to a
Making and keeping customers happy may not be easy, but it company, or post a negative blog entry or online
is well worth the effort: 51% of US adults cite “outstanding review after a bad customer experience.
service” as the number one reason why they continue to do Southerners are more likely to register a
business with a company, and an additional 60% said the top complaint or tell others about their bad customer
reason they would recommend a company is “outstanding experience and are least likely to swear.
service.” Despite what many companies assume, outstanding
Northeasterners are least likely to register a
service is more important than low prices and quality complaint, tell others or post a blog entry or
products/services. online review after a bad customer experience.
Delivering the ultimate customer experience
Happy, loyal customers are created one exceptional experience at a time. Keeping these
customers also requires outstanding performance in several areas, including:
• Self-service: Customers want to be able to help themselves quickly and efficiently –
46% of those online find it gratifying to be able to quickly and easily find the
information they need online.
• Call center: Arming call centre agents is more important than ever because 60% of
consumers prefer speaking with a live agent. Amazingly, 38% claim they have not had
a phone-based customer service experience that exceeded their expectations within the
past year.
4. • Multi-channel choice: Customers expect choice and
convenience, both are prerequisites for a superior
!
customer experience. While most prefer the phone, What do consumers want?
25% of consumers online want to engage with a
More than half of those online want the ability to
company via email.
“chat” live via the Web with a customer service
• Feedback: To exceed customer expectations, companies representative.
need to know what customer expectations are and take 36% of those online find it most gratifying when
appropriate action. For example, 9% of consumers email messages are answered quickly when
continue to do business with a company because it cares contacting an organization.
about customer feedback and takes action to improve
46% of those online find it most gratifying to
service based on customer feedback. quickly and easily find the information they
• Responsive: 36% of consumers online said they find it need online.
gratifying when email messages are answered quickly.
Consumer strength grows in 2007
Compared with previous research, consumers are even more demanding of excellent
customer experiences. In addition to the jump from 68% to 80% of consumers refusing to
return to a company or organization after a negative experience, the number of consumers
who will register a complaint or tell others of a bad experience jumped from 67% in 2006
to 74% in 2007.
5. About RightNow Technologies
RightNow (NASDAQ: RNOW) delivers the high-impact technology solutions and services organizations
need to cost-efficiently deliver a consistently superior customer experience across their frontline service, sales
and marketing touch-points. Approximately 1,800 corporations and government agencies worldwide depend
on RightNow to achieve their strategic objectives and better meet the needs of those they serve. RightNow is
headquartered in Bozeman, Montana. For more information, please visit www.rightnow.com.
RightNow is a registered trademark of RightNow Technologies, Inc. NASDAQ is a registered trademark of the
NASDAQ Stock Market.
* In this report, the word “consumer” represents adults 18+ living in the United States.
** For regional data, West includes Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada,
New Mexico, Oregon, Utah, Washington and Wyoming. Midwest includes Illinois, Indiana, Iowa, Kansas,
Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota and Wisconsin. South includes
Alabama, Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, Oklahoma, South
Carolina, Tennessee, Texas and Virginia. Northeast includes Connecticut, Delaware, District of Columbia,
Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island,
Vermont and West Virginia.
Methodology
This RightNow Technologies survey was conducted online within the United States between June 29 and
July 3, 2007 among 2,049 U.S. adults aged 18+. Results were weighted as needed for age, sex, race/ethnicity,
education, region and household income. Propensity score weighting was also used to adjust for respondents’
propensity to be online. Select results were weighted as needed to the U.S. online adult population; for these
results, amount of time spent online per week was also taken into account.
All sample surveys and polls, whether or not they use probability sampling, are subject to multiple sources
of error which are most often not possible to quantify or estimate, including sampling error, coverage error,
error associated with nonresponse, error associated with question wording and response options, and post-
survey weighting and adjustments. Therefore, Harris Interactive avoids the words “margin of error” as they are
misleading. All that can be calculated are different possible sampling errors with different probabilities for pure,
unweighted, random samples with 100% response rates. These are only theoretical because no published polls
come close to this ideal.
Respondents for this survey were selected from among those who have agreed to participate in Harris
Interactive surveys. The data have been weighted to reflect the composition of the U.S. adult population.
Because the sample is based on those who agreed to be invited to participate in the Harris Interactive online
research panel, no estimates of theoretical sampling error can be calculated.
About Harris Interactive
Harris Interactive is the 12th largest and fastest-growing market research firm in the world. The company
provides research-driven insights and strategic advice to help its clients make more confident decisions which
lead to measurable and enduring improvements in performance. Harris Interactive is widely known for The
Harris Poll, one of the longest running, independent opinion polls and for pioneering online market research
methods. The company has built what it believes to be the world’s largest panel of survey respondents, the
Harris Poll Online. Harris Interactive serves clients worldwide through its United States, Europe and Asia
offices, its wholly-owned subsidiary Novatris in France and through a global network of independent market
research firms. The service bureau, HISB, provides its market research industry clients with mixed-mode
data collection, panel development services as well as syndicated and tracking research consultation. More
information about Harris Interactive may be obtained at www.harrisinteractive.com.
To become a member of the Harris Poll Online and be invited to participate in online surveys, register at
http://go.hpolsurveys.com/PR.