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The study found that in 2011, 94% of the 50 top brands’ Facebook pages directed users to a one-way communication page, such as a tab or a closed Facebook wall that didn’t allow consumers to initiate a conversation. This was up from 91% of the top 50 brands’ pages in 2010. Additionally, 56% of those brands did not respond to a single customer comment on their Facebook page in 2011; the same percentage of nonresponses as in 2010.
roughly 4 in 5 respondents indicated they had either abandoned a brand due to poor response time to their questions, or would have walked away if not for restrictions such as contractual obligations. Overall, almost half reported having waited for at least one minute on their most recent sales call, rising to 78.5% who waited that amount of time as an existing customer.
Qumu found that more than half of them (51.2%) are concerned that employees will upload irresponsible content to the company network, and 12% of executives even admit they worry about employees uploading embarrassing videos of them from company parties. However, executives also report that the videos being uploaded to their networks are more effective than ever before — in fact, the study found that 100% of them have never seen an inappropriate video uploaded to the company network, and the top comments executives made about the employee-generated videos they've seen are that they have been useful (38.2%) and appropriate (35.3%)
Another darling of the social-local space, Groupon, has become toxic. A 2011 study by John Byers, Michael Mitzenmacher, and Georgios Zervas showed that the number of Yelp reviews increased after a restaurant used a Groupon promotion, but that the number of ratings stars dropped. The authors speculated that the coupons might be attracting critical customers. It might be, for example, that price-conscious customers may be looking more critically at the product and service. A follow-up study suggests that merchants might not be treating Groupon customers as well as they treat their existing customers.
only 7% of large companies have reached the highest level of customer experience maturity, a stage that Temkin Group calls "Customer-Centric Organization." Comparing results from the previous year, the research found that the number of "Customer-Centric Organizations" more than doubled — but a full third of companies, on the other hand, ended up in the lowest stage of customer experience maturity. The research also showed that companies have strong ambitions for improvement. Despite only 7% being very strong at customer experience today, 59% of respondents state that their company's goal is to be the industry leader in customer experience within three years.
With nearly 400 responses from around the globe, and representation from more than 10 industry verticals, the research helped to reveal insights into how organizations are leveraging social channels for customer service. Survey results indicated that social channels have been strongly embraced, with 59% of organizations having adopted Twitter and 60% adopting Facebook, and almost 85% of those who have adopted one, have adopted both together.
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Consumers who have used social media for customer service are more engaged and vocal in speaking about their experiences than the general population, says American Express in May 2012 survey results. This can play to companies’ benefits, but also to their detriment. For example, while these consumers are willing to spend 21% more for excellent service, compared to 13% more for the general population, they are also far more likely to say that they have not completed an intended purchase because of a poor customer service experience in the past year (83% vs. 55%). And while they will tell more people about a good experience than the general population (42 vs. 15), they will also spread the word at a far greater rate about bad experiences (53 vs. 24).
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among consumers who have used social media for customer service, the most common reason for doing so was to seek an actual response from a company about a service issue (50%). Other popular reasons included praising a company for a great service experience (48%), sharing information about service experiences with a wider audience (47%), venting frustration about a poor service experience (46%), and asking other users how to have better service experiences (46%).
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Most (71%) marketers believe they are doing a good job in reporting the brand's perception in social media, and say they measure it primarily by level of engagement (56%), although many (31%) rely on pure quantitative measures, such as number of fans or followers
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The research, which is based on a study of thousands of consumers, shows that customer experience is highly correlated to loyalty in both the U.S. and the UK. Temkin Group's analysis shows that a $1 billion U.S. company can generate between $141 million and $382 million over three years if they make a modest improvement in the customer experience they deliver.
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in the U.S., where Temkin Group analyzed 18 industries, fast food chains, retailers and supermarket chains experience the largest gains from customer experience improvements. In the UK, where Temkin Group analyzed six industries, the largest gainers are retailers and credit card issuers.
"Airlines are doing a poor job of conveying quality performance and improvements in areas such as on-time arrival rates to passengers," said Bowen, a professor of technology leadership and innovation, in a news release. "Airlines like Southwest who push a service-oriented message continue to score highest in passenger friendliness for consumers,"
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If price is equal, customer service is the top factor in why surveyed passengers choose an airline. Efforts to keep prices down, such as Allegiant's decision to charge for carry-on luggage, can backfire. "A la carte fees are the last thing [fliers] want. Almost one-third said they'd rather drive a car than be nickel and dimed to death,"
The biggest drops in reputation in 2012 include Time Warner (-10 points), Bank of America (-10 points), AMR (-9 points), Altria (-9 points) and UAL (-9 points).
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Since 2009, U.S. companies have been competing in a new Reputation Economy, where who they are matters even more than what they produce, according to general public sentiment.
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- Those 24% of companies furthest along the five-phase reputation management journey now invest over 40% of their annual budgets on corporate reputation–a 200% difference versus all other companies
- Of these same leading companies, a sizable proportion (51%) report the CEO's Office as the primary functional leader responsible for setting the reputation strategy
- Reflecting the same trend, nearly all (96%) of advanced companies build reputation priorities into annual business planning
- Additionally, 41% percent of these progressive companies use reputation as a Key Performance Indicator, which is a higher percentage than customer retention/loyalty, brand health, or Net Promoter scores.
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