The New Customer Experience Recipe
Do not stint on the first step—identifying and
understanding your customers. Without the “C,”
there is no customer experience.
Reza Soudagar, Vinay Iyer, and Dr. Volker G. Hildebrand
COMPANIES DECIDE TO HONE their customer experience edge for many reasons: competitive threats, eroding customer loyalty, bad news in social media, or weak top-line or profitability performance, to name just a few. In many cases, companies that are in search of growth turn to a superior customer experience (CE) to differentiate themselves from their competitors in a commodity business. In still others, the interest in CE starts in the customer service or marketing department and percolates upward, eventually becoming a C-suite- or board-level agenda item.
Once a customer experience initiative reaches the executive suite agenda level, the next question is where to get started. In this chapter, we’ll take a look at some of the key ingredients of the customer experience edge.
We should start by warning that there is no single recipe for customer experience initiatives that is the perfect answer for every company, and thus we can provide only guiding principles for the ingredients involved. This is not a one-size-fits-all situation. Just as companies enter into a CE initiative from different starting points, they will also use very different strategies, depending on their industry, the types of customers they have, and, in particular, their overall business strategy.
The real starting point is this: defining what you are as a business and then matching that with a customer experience strategy that aligns with and helps fulfill your business strategy, including profitability. For example, if your brand promise is to provide clean, comfortable lodging at an economy price, your customer experience strategy shouldn’t include luxury perks— not if you want to remain profitable, that is.
While this sounds simple, it’s easy to overlook this step and begin to equate “customer experience” with “customer extravagance.” It’s the Apple versus Costco argument—each offers a radically different experience, yet each inspires fiercely loyal customers, as Paul Hagan, an analyst at Forrester Research, Inc., points out in a blog post.1 Costco customers don’t expect an infinite variety of products or sleek surroundings, and Apple customers don’t expect bargain-basement prices or a variety of brands; similarly, you need to figure out what your value proposition is and create a customer experience strategy to match.
In Forrester’s report, “What Is the Right Customer Experience Strategy?” Hagan offers examples of a customer experience strategy for each of the “generic” company strategies, as defined by Michael Porter, Harvard professor and business management guru2 (see Table 5.1).
TABLE 5.1
Source: Forrester Research, Inc.
The upshot: as long as you stay focused on your business strategy and design the right customer experience, supported by the right technology foundation, your customer experience will not bankrupt the company.
Customer Experience Ingredients
While customer experience strategies will differ from company to company, there are certain activities that all companies need to engage in when they embark on a CE initiative, no matter what their strategy (see Table 5.2).
TABLE 5.2
|
Customer Experience Recipe |
|
Set up several ways of obtaining customer feedback, in both structured and unstructured formats |
|
Use these “listening posts” and your own internal data to get to know your customers intimately |
|
Create continuous feedback loops to use what you learn |
|
Segment your customers according to their value to your business |
|
Map the customer journey and define customer touch points |
|
Determine customers’ moments of truth |
|
Develop consistent experiences through all customer channels |
Let’s take a closer look at these activities.
Get to Know Your Customers
With business as usual, the corporate perspective is formed by looking from inside the company out to customers. But in businesses with a customercentric perspective, the company and its processes are seen from the viewpoint of the customer, looking from the outside in. By looking through the customer’s eyes, you can begin to fathom the types of services and experiences you could offer that would fulfill the four essentials of customer experience: reliability, convenience, relevance, and responsiveness.
To gain that perspective, you need to define who your customers are and what they value, so that you can align your efforts with their needs and desires. This entails everything from who they are literally (such information as would be found in your customer database) to more profound truths, such as what makes them tick, what are their communication preferences, what unmet needs are lurking in their psyches, what they’re good at, and what capabilities they lack. The key is to discover everything possible about your customers—psychographics as well as demographics—by several different means, including the following.
Analytics Many companies have vast volumes of data about their customers in their own computing systems, but they are not able to turn this information into actionable insights. Analytics and business intelligence (BI) tools can help you develop those insights, either on a stand-alone basis or as an adjunct to your customer relationship management (CRM) system. Tools of this sort will turbocharge your ability to draw inferences from existing data, spot trends, and the like. In Adding Disruptive Technologies to Advance the Game, we will go into more detail about the key analytics and BI technologies that can be used to build and strengthen the customer experience.
Social Media Monitoring There is no better way to find out what is on your customers’ and prospects’ minds than to monitor social media sites, including both the obvious (Facebook, Twitter, industry forums, and other sites that provide company and product reviews and ratings, such as Amazon) and the nonobvious (special-interest groups aligned with your brand, as well as the multitude of others that spring up seemingly every day). Product review sites like Yelp, Epinions, Buzzilions, Blippy, and Swipely are increasingly becoming platforms for raves and rants, and you need to know about both. Smaller businesses may be able to monitor social media manually, but midsize and larger companies need to automate their monitoring processes by using a sentiment analysis tool. These tools can help you stay on top of online opinions, product ratings, reviews, and sentiments. Since they are automated, it is much easier to keep abreast of trends, allowing you to be proactive. (We will take a closer look at sentiment analysis tools in Adding Disruptive Technologies to Advance the Game.) The main task here is to watch, listen, and learn, gaining knowledge and finding out what customers and prospects value. In some cases, it may also make sense to respond, especially when you detect specific problems or complaints that customers are having through Twitter. Companies such as Southwest and Comcast respond to tweeted complaints quickly, successfully resolving conflicts more quickly than they could have if they’d waited for customers to contact the call center or for the tweet to go viral.
Basic Research Of course, you have the traditional research options open to you: focus groups, surveys, test groups, and direct dialogue with customers. Any of these should have a social media link, as well (for example, you target likely “influencers” from Facebook and then invite them to a focus group, staying in touch afterward).
Crowdsourcing Traditional focus groups and test markets can be replaced by social media outreach. The Web and social channels provide entirely new ways of running “tests” of campaigns and new product ideas.
Firsthand Experience There is no better way to learn about your customers’ experience than to live what they do. David Neeleman, former CEO of JetBlue, regularly worked as a flight attendant on JetBlue flights to get a direct, real-time idea of what it was like to be a customer, as well as to collect ideas on how to offer innovative, relevant, and ultimately valued experiences. Similarly, Ven Bontha, customer experience management director for CEMEX USA, tells us that he rides regularly with drivers on the company’s truck routes to get a sense of the challenges involved in delivering cement to customers. Additionally, as part of their training, all customer care employees are required to visit customer job sites and ride along in the trucks to get a sense of what the experience is about, he says.
Developing Profiles Companies that sell to the mass market may need to go to greater extents to forge one-on-one personal relationships with customers than their business-to-business (B2B) counterparts, whose major customers are well known. To put a face on otherwise anonymous customers, some companies, such as Best Buy and Microsoft, define and continually refine customer profiles, sometimes called personas. Best Buy creates detailed descriptions of customer “types,” including their needs, attitudes, psyche, relationship with Best Buy, and, in some cases, value to the company. The giant electronics retailer even assigns these profiles names, such as “Maria Middle America” and “Empty Nesters Helen and Charlie,” to help associates quickly understand the type of customer they are dealing with and treat them accordingly. For instance, if a salesperson recognizes a customer as “Jane,” a profile defined as an upscale suburban woman in her mid-forties who tends to purchase premium services, he won’t give her a hard time when she tries to return a $12 power cord without a receipt. Sales agents are empowered to take action (for the right customer) rather than having to escalate a query up the food chain. “If we don’t empower employees to serve people well, we’re basically telling them that they—and the customer—don’t matter,” says Live Path’s Leigh Durst. “We give them no reason to care or become vested as an agent of good experience.”
Determine Your Differentiating Touch Points
Whether you are a business-to-consumer (B2C) or a B2B company, it is essential that you map your customer journey so that you can see your company the way customers do. What does a customer go through, from researching a hotel, through booking a room, checking in, and all the way through checkout? What happens when a customer lands on your website or enters your store and considers a purchase, all the way through checkout, delivery, after-sales services, or return? There are hundreds of these interactions, sometimes called “touch points,” that make up an entire customer journey.
At each of these points, you have the opportunity to leave the customer with either a negative or a positive impression. The goal, of course, is for each interaction to be a positive one—or for you to respond to negative interactions, which can leave an even more long-lasting positive impression. However, there are so many touch points along the customer journey, direct and indirect, that even if it were possible to make each one consistently and equally “delightful,” doing so would not be sustainable, cost-wise.
WHAT IS: A Moment of Truth?
A moment of truth is an interaction that leaves a profoundly negative or positive long-standing impression. These are different from ordinary touch points because they last longer; whereas the half-life of a transaction could be measured in days, that of a moment of truth could be measured in months if not years, says Paul D’Alessandro, partner at Diamond Advisory Services at PricewaterhouseCoopers. He points to a respondent in a survey conducted by Diamond Advisory Services who told a story of flight attendants handing out pizza during a delay on JetBlue Airways. “This happened four years ago, and it was still a formative notion of this person’s experience of JetBlue,” D’Alessandro says. “You might forget a flight attendant topping off your drink, but you’d never forget this type of pizza event.” What’s more, he adds, for every two profoundly bad moments of truth, you need to outweigh them with three profoundly good ones.
Instead, you need to identify and focus on the most important touch points, sometimes called moments of truth or trigger points, which are the make-or-break interactions in which a customer is most likely to form a strong opinion about you. It is at these moments that you have the opportunity to reinforce that impression, for better or worse.
That’s why, once you’ve determined your customers’ moments of truth, you need to make an honest assessment of how well you perform at those key interactions and then lay out a plan to economically fill any gaps and strengthen any weak links. You also need an action plan to turn around a negative experience. Many times, a company’s most loyal customers are those who had had a negative experience at some point in time, but the way the company responded and resolved the problem made all the difference. According to a blog post by Forrester Research, Inc., analyst Andrew McInnes, customers who have exemplary problem-resolution experiences are far more likely to become repeat customers and major advocates of their suppliers.
CEMEX’s Bontha can attest to that. The company launched a major effort to ensure on-time delivery, including computer systems that enable visibility into delays. “When we immediately inform the customer about a delay, we are acknowledging our interest in their business,” Bontha says. Ginger Conlon, editor of 1to1 Magazine, agrees. “If you resolve a problem, you wind up having more loyalty than if there never was a problem to begin with,” Conlon says. (For a full report on CEMEX’s customer experience edge, see the case study in Adding Disruptive Technologies to Advance the Game.)
For a B2B company, there are much more complex customer journeys and many more touch points. The customer journey for an enterprise software company, for instance, includes the licensing agreement, application installation, implementation and configuration, after-sales support, license renewal, and so on. In this case, you could end up with 15 to 20 moments of truth that need to be optimized to deliver the experience that the company wants to deliver. The complexity of your business and how you interact with customers will define how many moments of truth you have and where you need to focus. When you’ve created and can consistently deliver a highly valuable, relevant, and cost-efficient experience at your high-impact touch points, you have achieved the customer experience edge.
Think of touch points as being like the reading on an EKG machine, where a flat line means that you’re dead, suggests Shaun Smith of CE consultancy Smith+co. Similarly, if you measure your customer experience and customer satisfaction is the same across each touch point, it means either that you’re mediocre and undifferentiated or that you’re at an unsustainable level. “If you’re flat but getting perfect scores, you’ll go out of business—you can’t afford to be excellent in every area,” he says. “So you need a sine wave where the curve peaks at those touch points where you differentiate in the most distinctive way for your organization.” The sweet spot is where two factors coincide: maximum value for the customer and maximum differentiation for the brand.
Durst recounts a hotel that determined through customer surveys and data analytics that a key moment of truth occurred within 30 minutes of guests entering their room. Within that time frame, they had determined whether they were happy with their room or whether it was too close to the elevator, for instance, or had a broken thermostat. Now, the hotel front desk calls each guest within a half-hour of his arrival to ask if everything is OK. “If I can change my room before I unpack my bag, how great is that?” Durst says.
Disney determined that for customers visiting its theme parks, leaving the park and entering the parking lot was a moment of truth. There were many things that could go wrong after a day of enjoyment that could ruin the experience of the entire day. Families could have difficulty finding their car, or they could discover that something had gone wrong with their car, like a flat tire or a dead battery. To take the hassle out of leaving the park, and thus creating a differentiating experience at a moment of truth, Disney began offering a jump-start service at all park locations. It also developed a system that enabled it to tell customers where they had parked, based on their arrival time.
Segment Your Customers
Just as not all touch points are created equal, not all customers are created equal, either. If you provide the same perks for your least-profitable customers as you do for your top ones, at best you force the elite to subsidize the malingerers. At worst, you go broke. You’ve already defined your customers in your “Get to Know Your Customers” exercise. So now, take those data and classify your customers into segments, as many as make sense. Categories could include high-revenue or high-profit customers, those with high customer lifetime value, and those with the greatest amount of influence through social media, such as people with thousands of Twitter followers or a highly read or linked-to blog.
Once you have segmented your customers, you should start to design your customer experience strategy to meet the expectations of the different segments. It is critical that you go through this exercise of mapping the experience to each segment, both because customer expectations are very likely to be different for different segments and because you may not be able to afford the same level of experience delivery for all customers. Furthermore, some customers may not want the same experience that you offer some other customer groups.
With your customers segmented, you can then work to find ways to get closer to them by learning about them and anticipating their needs.
At Comcast, Rick Germano says that the company is in the very early stages of analyzing its different customer segments from a customer service perspective. The company is working to understand how to target various bundled services to these segments, whether at a demographic level (young families, retired people, or young singles) or from a value standpoint. “We’re looking at ways the service hierarchy could be prioritized, but our overall focus remains on providing a great experience for each customer,” Germano says.
We discussed Marriott’s personalized service offerings to its top customers in Throwing Out the Old Playbook, which are all based on customer segmentation. In fact, more than half of the hospitality giant’s revenue is from its Rewards members, and a significant revenue base comes from a smaller subsegment of top-value customers. This subsegment consists of Platinum members, who stay in a Marriott brand hotel 75 nights or more per year, says Mike Keppler, senior vice president, Marriott sales, marketing, and revenue management systems. These most-valuable guests are offered more specialized services, using information the company gathers about them, says Ed French, senior vice president of Marriott Rewards. In addition, if Marriott sees a decline in a top-value customer’s total revenue or number of reservations, an agent calls or e-mails that customer to see if there are issues to resolve. In 10 percent of the cases, there is an actual issue that Marriot can take action on to resolve, French says. “We found that even in the tough economy, our Rewards members continue to stay with us, and we saw their business stay strong worldwide,” Keppler says.
SPOTLIGHT ON: The LEGO Group
The LEGO Group makes extensive use of customer segmentation, which enables every customer to enjoy the experience best suited to them, while the highest-value experience is reserved for the highestvalue customers, according to Conny Kalcher, The LEGO Group vice president of consumer experiences. In this way, the company is clearly demonstrating the customer experience essential of “relevance.”
Keep It Consistent across Channels
A dramatic shift for all companies has been the need to keep up not just with existing touch points, but also with the new ones that are continuously being created through digital channels. Whatever your customer experience strategy, you must implement it uniformly across all the channels in which you operate—physical stores, call center, website, e-mail, chat, physical, social media, and the like. These channels need to be synchronized with one another and be consistent with particulars such as pricing and product availability. (We understand that there can be good reasons for prices on the same item to be different in different channels, but consumers are not likely to see it that way.) When Marriott found that its customers were spending more than three million hours per year on the company’s website, for instance, the company realized that it needed to extend its specialized services to top-value customers through that channel, as well as to maintain consistency across all points of interaction. Marriott’s system capabilities now allow all touch points to recognize these customers and tailor the service, including self-service, to the guest’s value, history, and preferences.
That is not to say that you should put the same resources into each channel. Still, you can leverage the respective strengths of different channels to ensure that you offer the right products and services to the right customers at the right time. If you have a mobile consumer shopping application, for example, that will be a good venue for offering pop-up instore coupons, whereas the website works well for showing shoppers purchases made by other buyers of that item.
As in any good recipe, the ingredients that we’ve laid out here can be used to a greater or a lesser degree, depending on your specific situation and your desired outcome. You might substitute other elements, or you might merge some together. Whatever you do, do not stint on the first task: identifying and understanding your customer. Without the “C,” there is no customer experience.
As we said at the outset, there is no one recipe for the customer experience edge. But following these general guidelines will set companies on the path to achieving the four customer experience essentials (reliability, convenience, responsiveness, and relevance) and, ultimately, the customer experience edge. Next, we will look at the results that companies have been able to achieve by honing their customer experience edge and how you can learn from these results to establish your own financial success criteria.
CASE STUDY: THE LEGO GROUP
Through Engagement and Interaction, The LEGO Group Plays Well with Customers
More than 50 years ago, The LEGO Group was
founded by Ole Kirk Kristiansen, who named it after
the Danish words leg gotd, meaning, “play well.”
Today, as the fourth largest toy company in the world,
The LEGO Group not only helps adults and children
do just that, but it also strives to play just as well with
its own customers.
CE ESSENTIALS
• Relevance. By engaging with “lead users” and other consumers on a variety of channels, the company discovers which experiences and product features enthusiasts want to see and incorporates realworld demand into its new offerings.
• Responsiveness. The LEGO Group has formed an online community to interact with and respond to consumers and plans to begin using sentiment analysis tools to keep up with consumer conversations online.
As a company whose major product is its colorful building blocks, it’s hardly surprising that The LEGO Group regards customer experience from a pyramid perspective. “We have a unique situation,” observes Conny Kalcher, vice president of consumer experiences at The LEGO Group in Slough, U.K. “The people who buy the products are most often parents or grandparents, but the people who consume the products are kids. We work on consumer experience with both of these groups,” Kalcher says.
In fact, The LEGO Group segments consumers into several categories, based on their affinity for the LEGO brand, Kalcher says. At the top of the pyramid are the lead users—the adults and children who engage most heavily with the company, to the extent of helping to co-create LEGO products.
The next segment down is the one-to-one layer, consisting of people with whom the company maintains an ongoing dialogue. The third layer is the connective community layer, or people who spend time on The LEGO Group’s online collaboration platform, where they can share files and work with staff members in a secure environment, Kalcher says.
And finally, the base of the pyramid is the active household layer— people who have bought LEGO products at some point in time. All consumer types want something different from the LEGO brand, Kalcher says, so their relationships with the company are varied. And it is The LEGO Group’s self-proclaimed job to move as many people up the pyramid as it can, changing the consumer relationship from a monologue to a dialogue.
For example, not long after The LEGO Group first developed its line of programmable robotics/construction toys, MindStorms NXT, in conjunction with the Massachusetts Institute of Technology, the software that enables the robots to perform different operations was hacked. Rather than condemn the people behind the system infiltration, the company decided to befriend them. “We had to make a decision about whether we would work with these people or sue them,” recalls Kalcher. “We decided to work with them.” The result: these consumers co-created the second generation of MindStorms with The LEGO Group, she says, since they knew even better than The LEGO Group’s engineers what they wanted the robot to do.
CE PILLARS
• Operational excellence. The LEGO Group combined and centralized all the departments that interact with consumers, including consumer service, community, clubs, loyalty, and consumer insights.
• Interaction excellence. The LEGO Group engages with consumers through many channels, including its website, blogs, discussion forums, on-site meetings, loyalty program, online collaboration platform, and one-to-one dialogues.
• Decision-making excellence. The company incorporates what it learns from consumers into its offerings, resulting in profitable strategic decisions.
For a full discussion of the CE Pillars, see The Underlying Foundation for the Customer Experience Edge.
“By working with them, we [get to] know the lead users on a personal level,” Kalcher says. Lead users are introduced to the company, and The LEGO Group involves them in special projects for which they have a passion, such as Web, game, and community development. “They can become part of the company and still be doing their day job,” Kalcher says. Thanks to their input, the company’s new offerings match real-world demand.
A segment of the lead users is known as the LEGO Certified Professionals. This subgroup is interested in turning their LEGO hobby into a part-time or full-time business, Kalcher says. Currently, there are about a dozen Certified Professionals worldwide. “They come to us with a business plan, and we grant them the right to use the logo, and then we stimulate the long tail,” Kalcher says, referring to Chris Anderson’s book, The Long Tail: Why the Future of Business is Selling Less of More. The long tail theory, according to Anderson, is that our culture and economy are increasingly shifting away from a focus on a relatively small number of mainstream products at the head of the demand curve to a larger number of niches in the “tail.”
One Certified Professional is a former real estate lawyer from New York, whose business is now building LEGO models for clients using LEGO Architecture, a high-end series that is geared primarily for adults. “We think by involving consumers in the things they are really passionate about, they will become ambassadors for the brand,” says Kalcher. “That is really powerful.”
Lead users can demonstrate the brand’s potential in a much stronger way than the company itself can, Kalcher says. In fact, another subsegment, known as LEGO Ambassadors, arranges LEGO events all over the world. “They are displaying their passion for LEGO products at these big shows,” Kalcher says, as well as demonstrating to families what can be done with the products. Such shows draw 2.5 million visitors a year, according to Kalcher. In total, there are 70 LEGO Ambassadors from 24 different countries.
Other LEGO communities have also sprung up, such as the Kids’ Inner Circle and adult LEGO User Groups (LUGs). They refer to themselves as AFOLs (Adult Fans of LEGO), and the company has developed relationships with more than 50 such groups, which have 55,000 registered members with their own websites, blogs, and discussion forums.
All of The LEGO Group’s work to interact and engage with its consumers seems to be paying off. The company has approximately 9,000 employees globally, including more than 115 toy developers, and the LEGO Club has more than 4 million members worldwide. In spite of the worldwide recession, company revenue was up 37.3 percent in 2010.
Enabling Consumer Centricity
Getting to this high level of consumer interaction and engagement required organizational change. The LEGO Group started by combining all the departments that interact with consumers, Kalcher says. About three and a half years ago, all of the departments that had direct contact with consumers were centralized: consumer service, community, clubs, loyalty, and consumer insights. “It was a bold step, but it has given us space to develop that area much faster,” Kalcher says.
To understand consumers even better—and even interact with them directly—The LEGO Group is looking into using sentiment analysis tools, which provide an automated way to “listen” to what people are saying about your company on the Web and alert you to whether things are going in a positive or a negative direction. The LEGO Group is also conducting an audit to determine the best way to leverage social media, and it plans to establish a Facebook page for consumers who are older than 13. The LEGO Group has also introduced a consumer loyalty program to manage loyalty rewards and points redemption, using SAP’s CRM software to store the information. The global program is available in all of The LEGO Group’s retail stores in 24 countries and online. “Our aim is to develop it going forward so it becomes an engagement program as well as a loyalty program,” explains Kalcher. “The more consumers engage with us, the more we offer them things that are meaningful to them.”
Notes
Quoted material that is not referenced is from personal interviews.
1. Paul Hagen, “The Right Customer Experience Strategy,”
http://blogs.forrester.com/paul_hagen/10-10-05-the_right_customer_experience_strategy.
2. “What Is the Right Customer Experience Strategy?” Forrester Research, Inc., September 28, 2010,
www.forrester.com/rb/Research/what_is_right_customer_experience_strategy/q/id/57673/t/2.
3. Norm Brodsky, “Learning from JetBlue,” Inc. Magazine, March 2, 2004. http://www.inc.com/magazine/20040301/nbrodsky.html.
4. http://www.pkwy.k12.mo.us/homepage/theller/File/Best_Buy.pptx.
5. Andrew McInnes, “Customers’ Problems Are Companies’ Loyalty-Building Opportunities,” Forrester Research, Inc., blog, December 6, 2010, http://tinyurl.com/3bq8gxa.
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An inside look at world-class customer service strategies at top companies, such as Disney, Nordstrom, and Ritz-Carlton. The book provides steps, best practices, and service standards needed to build a customer service machine that consistently delivers.
18. Jeanne Bliss, Chief Customer Officer: Getting Past Lip Service to Passionate Action (San Francisco: Jossey-Bass, 2006).
The author offers advice to companies that think they’ve committed to customer experience but haven’t.
Resources
1. Ashwin Nayan Rai, “From Brick to Click: E-Commerce Trends in Industrial Manufacturing.” Cognizant Technology Solutions, 2010, http://www.cognizant.com/InsightsWhitepapers/From-Brick-to- Click.pdf.
2. “Customer Experience Boosts Revenue,” Forrester Research, Inc., June 22, 2009.
3. “The State of Customer Experience, 2010,” Forrester Research, Inc., February 19, 2010.
4. “Three Secrets of Success for Customer Experience Organizations,” Forrester Research, Inc., April 29, 2010.
5. “What Is the Right Customer Experience Strategy?” Forrester Research, Inc., September 28, 2010.
6. “The Six Laws of Customer Experience: The Fundamental Truths That Define How Organizations Treat Customers,” Temkin Group, July 2010.
7. “Profiling Customer Experience Leaders,” Temkin Group, September 2010.
8. “The Evolution of Voice of the Customer Programs,” Temkin Group, September 2010.
9. “2010 Consumer Experience Study,” Strativity Group, September 2010.
10. “2010 Customer Scorecard Series,” Convergys, 2010.
11. “Q1 2010 Customer Experience Tracker,” Beyond Philosophy, 2010.
12. “Social CRM: The New Rules of Relationship Management,” Altimeter Group, March 5, 2010.
13. “Empathica Consumer Insights Panel: 2010 Year in Review,” Empathica, 2010.
14. “2010 State of Marketing,” CMO Council and Deloitte, 2010.
15. “Global Consumer Research Executive Summary 2010,” Accenture, 2010.
16. “Worldwide CRM Applications 2010–2014 Forecast: First Look at a Market in Recovery,” International Data Corp., May 2010.