Through InMoment’s “hub” approach, we centralize customer experience data—regardless of source or format—connect it with technology to surface critical stories, and then channel timely, actionable insights to the right people and places to drive targeted decisions across your entire enterprise.
A systematic approach to both customer and employee engagement will raise satisfaction levels and sales, but are businesses maximising the benefits and senior management buying-in? Exclusive research from CGA Peach and InMoment reveals a need for more joined-up thinking, especially when it comes to front-line teams.
Recent research among senior executives, carried out by CGA Peach in conjunction with InMoment, shows that, while there is a growing commitment across the hospitality sector to invest in customer engagement and feedback, there remains a significant opportunity to extract more meaningful insights, drive operational change and improvement, and see a greater return on investment. Here’s what was discovered.
When Halfords implemented a Voice of the Customer (VoC) program two years ago, their objective was clear: Improve customer service, improve the customer experience, and improve sales. Using features of the InMoment platform like Employee Wow, Halfords was able to drive employee engagement and focus on the customer experience across every level of the company. Hear from members of the Halfords team to learn more about how they did it.
Some brands get away with taking a casual approach to their customer experience. But, unless you’re one of those imaginary organizations, you’re probably not getting away with anything. In today’s Age of the Customer, intelligent companies have a distinct advantage over their lackadaisical counterparts. Fortunately for companies that aren’t as with the program (the Voice of the Customer (VoC) program that is), there are facets common to all successful brands, which can be learned and adopted with relative ease.
Truly customer-centric organizations seek out the technology that best allows them to listen to their customers—both individually and in aggregate. These same organizations also modify and refine their roles, responsibilities, and reporting structures as necessary to account for the new customer-centric business climate.
Because patient outcomes are intrinsically linked with the patient experience, it’s important to SASH to not just meet external targets mandated by external bodies, but to do everything in their power to heal the people they serve. See how patient feedback offered through multiple channels provides motivation as well as instruction to staff in their hospitals.
The medical professionals at Surrey and Sussex Healthcare NHS Trust (SASH) rely on their “Your Care Matters” programme to deliver a high standard of care to their patients. Listen as executives, matrons, emergency practitioners, nurses, and other staff describe how the patient experience programme powered by InMoment enables them in their daily work to make positive adjustments to the things that matter to individual patients.
Our managing director of international here at InMoment, Gary Topiol, takes on a handful of customer loyalty questions at Retail Bulletin’s 2014 Customer Loyalty Conference. He touches on topics like “Big Data” and “Social Media” while emphasising that a company’s customer experience is not its message. He also shares his thoughts on why the next big thing for customer loyalty is already here.
Waitrose Manager of Service Innovation Richard Quarterman takes on a handful of customer loyalty questions at Retail Bulletin’s 2014 Customer Loyalty Conference. In attendance as a co-presenter with InMoment, he touches on topics like “Big Data” and “Social Media” while emphasising the importance of genuine and honest experiences for engaging and understanding customers.
During the British Hospitality Association’s 2014 Hospitality & Tourism Summit, Robin Rowland, CEO of YO! Sushi, chaired a panel of experts—including InMoment’s very own managing director of international, Gary Topiol—to discuss the importance of keeping customers at the heart of restaurant & hospitality establishments.
Loyalty goes both ways. It’s a simple truth and a key reason we partnered with Retail Bulletin for their 5th Customer Loyalty Conference. Our managing director of international, Gary Topiol, gave it practical application when he took the stage for a retailer case study with Waitrose Manager of Service Innovation Richard Quarterman.
For its “Thought Leadership in Loyalty” series, Loyalty360 host Mark Johnson recently interviewed InMoment President Lonnie Mayne about the vision and technology making smarter, more unified customer experience data accessible across business organizations of all types and sizes: The InMoment Experience Hub™.
You may be surprised to learn that customers and competitors aren’t the only threat to good customer experience data. When it comes to collecting valid customer feedback, your own employees have considerable influence, as well. Fortunately, that just means the power to control your data lies within your organization. In any Voice of Customer (VoC) program, upfront communication with your employees is critical to preventing customer survey fraud.
In this 2-minute clip, several Waitrose managers describe the Measuring the Magic programme and the positive adjustments it’s allowed them to make to departments and branches, thanks to more than 750,000 customer responses analysed and delivered through their partnership with InMoment over a two-year period.
All brands deliver something. Smart brands work to deliver an exceptional customer experience at every customer touchpoint. Other brands usually succeed only in delivering a wide range of satisfaction to their customers. One of the best ways to do this is to gather insights from customers who have recently had an experience with your brand. By listening to feedback gathered throughout the customer journey, your brand can begin to ask the right questions and focus on what’s driving satisfaction.
The Q2 2010 Empathica Consumer Insights Panel surveyed more than 15,000 U.S. and Canadian consumers, in part focusing on their online habits and social media usage. This survey was part of a comprehensive study on North American consumer spending behaviors and sentiments in various industries, which includes additional surveys in domains such as customer service, the overall economy, and the financial services sector. This detailed examination can be analyzed on its own and also compared to data pulled from Q1—serving as prolific insight into the movement of consumer spending behaviors this year.
Four firsthand customer accounts collected through InMoment’s Experience Hub and delivered through Waitrose’s “Measuring the Magic” program spotlight Waitrose partners owning their service moments to create happiness and loyalty in customers. Watch and listen to the stories of Katie, Philip, Gill, and Kate as they shine in the face of a soup splatter, a rogue automobile, and the proper preparation of both a fish and a potato.
With rare exceptions, companies no longer have the luxury of competing on price alone. Today, the great differentiator is the customer experience (CX). Thanks to some great companies like Apple and Starbucks, customer expectations are at an all-time high for just about everything: service, selection, convenience, atmosphere, and more. Each one of these components are an established part of your overall customer experience and an opportunity to rise above the competition.
Dashboards are defined by their simplicity and convenience. Their power lies in their ability to convey instructive information at a glance. By design, they communicate real-time insights through informative, interactive visuals. Look here to experience data visualization at work—while learning how it does.
The Q1 2010 Empathica Consumer Insights survey of more than 13,000 U.S. and Canadian consumers revealed several findings related to spending differences between men and women, customer service perceptions, and brand loyalty. In a time when restaurants have faced significant challenges with maintaining and growing their current client base, it’s necessary to conduct a close examination of current business processes that are either stimulating or hindering their growth.
The Wave 2 2012 Empathica Consumer Insights Panel surveyed more than 1,500 U.S. consumers, focusing on topics related to the economy and the pharmacy retail sector. The survey of sentiments toward spending and pharmacy retail experiences was conducted in the context of a broader study of consumer shopping intentions and customer satisfaction as reported by consumers across the country.
In the UK, there comes a point in our lives when we rely on our National Health Service (NHS)—for our own care or that of a close family member. While we appreciate the healthcare we have, we also aspire for it to improve and at least keep up with our expectations of service in other aspects of our life. In the commercial world, big brands and small independents alike recognise that differentiating themselves through the experience they deliver is essential for their growth and long-term survival. Businesses have focussed their energies and resources on improving the experience they deliver for customers, creating ever-increasing expectations of care that we apply to our National Health Service provision too.
Tools, ideas, and strategies exist for cultivating employee engagement—but one resource remains grossly underused: Voice of Customer (VoC) intelligence. Known predominantly for its role in customer experience improvement, VoC often achieves this through improving employee engagement. Like everything else in today’s market, your employee engagement initiatives will work most effectively when centered on the customer.
Well-established brands seeking growth increasingly seek expansion into international markets. As a company orients around expanded operations, key questions emerge in how to best keep the customer at the heart of the business. Organising around the multi-market, multi-cultural delivery of a brand experience is a multi-faceted challenge. The specifics that define great customer experience vary by country, yet, universally, when customers experience good service, they increasingly return and become brand loyal. Consistently delivering those great experiences is a huge competitive advantage in emerging markets and a key differentiator in mature markets.
Sites like Yelp!, TripAdvisor, and Amazon are prime examples of customer review sites that have fallen victim to fake reviews. A recent study conducted by Michael Luca (Harvard Business School) and Georgios Zervas (Boston University) revealed that 16% of Yelp! reviews are flagged as “suspicious,” and subsequently filtered. These filtered reviews represent a significant portion of Yelp’s incoming reviews, and the number appears to be rising, thanks to increasing incentives based on the power of online ratings.
Smashburger is quickly gaining a reputation as America’s hottest new restaurant concept, both for its premium, handmade burgers and also for its extremely loyal customer following (known as “SmashFans”). Focusing on delivering great customer experiences at each and every location and driving active advocacy is an integral part of the Smashburger recipe for success.
After seeing positive results produced by Mindshare’s VoC technology, Costa Vida wanted a way to showcase and publicize the customer feedback they were receiving. They found that reviews on other third-party review sites were infrequent and not indicative of the actual customer experience at Costa Vida locations.
In an increasingly digital world, where 74% of consumers look to online review sites for information during the buying process, it’s hard to ignore the fact that reputation is a key pillar to any brand’s success. According to Forbes, a brand’s reputation was recognized as the top driver for business value. Why? It’s simple. People buy from the brands that their friends, family and peers trust and recommend.
According to Forbes, today’s #1 business driver is reputation, and the reason is simple: People buy from the brands that their friends, family, and peers trust and recommend. Increasingly, today’s savvy consumers are turning to the Web in search of reviews to help guide their purchase decisions. In fact, 74% of consumers look to online review sites for information during the buying process, making it hard to ignore the fact that online reputation is a key pillar to any brand’s success.
The Wave 1 2012 – Empathica Consumer Insights Panel surveyed more than 6,500 U.S. consumers. The findings are shown in this infographic and demonstrate that mobile and social customer experience strategies are becoming more important than ever for brands, with retail and restaurant consumers using these channels to make decisions – even while in-store.
Surrey and Sussex Healthcare NHS Trust runs East Surrey Hospital in Redhill and provides a range of services at hospitals in Crawley, Horsham, Dorking, Caterham and the Oxted Health Centre.
Read how the NHS introduced patient feedback in their wards and emergency departments to prove to patients that their views and experiences matter to the NHS and to improve patient care.
Smartphones and tablets have become the most quickly adopted technology in history, making mobile-optimized surveys & reporting a necessity. InMoment’s mobile surveys provide greater convenience and achieve higher completion rates than surveys taken on
desktop computers, and our mobile reporting provides managers and other leaders with access to real-time Voice of the Customer (VoC) solutions.
The Wave 1 2012 Empathica Consumer Insights Panel surveyed more than 6,500 U.S. consumers, gauging consumer sentiment on subjects ranging from spending to consumer perceptions about big box retail shopping experiences. The Consumer Insights Panel survey was conducted in the context of a broader study of consumer shopping intentions and customer satisfaction as reported by thousands of consumers across the country.
The Wave 1 2012 Empathica Consumer Insights Panel surveyed more than 6,500 U.S. consumers, evaluating consumer perceptions on topics ranging from customer feedback behaviors to the use of technology in retail shopping experiences. The Consumer Insights Panel survey was conducted in the context of a broader study of consumer shopping intentions and customer satisfaction as reported by thousands of consumers across the country.
The Wave 2 2011–2012 Empathica Consumer Insights Panel surveyed more than 5,000 U.S. and Canadian consumers, focusing on their sentiments toward luxury goods purchases—from overall
customer service to preferred shopping channels and service levels to product research behaviors. The survey of sentiments toward luxury-good purchases was conducted within a broader look at consumer spending behaviors and intentions based on current economic factors.
The Q1 2011 Empathica Consumer Insights Panel surveyed more than 16,000 U.S. and Canadian consumers, focusing on their sentiments around the grocery industry—from overall customer service to merchandise and store operations to preferred store technology and promotions. This survey also took a comprehensive look at consumer spending behaviors and intentions based on current economic factors.
The Wave 2, 2010 Empathica Consumer Insights Panel surveyed more than 15,000 U.S. and Canadian consumers, focusing in part on their confidence and preferences in the financial services sector. This survey was a comprehensive study on North American consumer spending behaviors and sentiments in various industries, which included a
The challenges for today’s multi-unit retailers are the same as they have always been: how to drive same store sales by increasing visit frequency, basket size, and referral business. The method of accomplishing this is also largely unchanged—bring in the customers via a compelling brand promise and then drive revisits and referrals via operational excellence (“marketing brings them in, operations brings them back”). What has changed, however, is the way to reach new customers and connect with existing customers afforded by new social media technologies. This transformational opportunity is one that should not be missed by today’s retailers.
Extremely customer-focused, the retailer had long seen the value in gaining insights into their customers and operations; however, they felt that the previously adopted mystery shop programme had many limitations and did not allow the company to “get to the heart of the issues” that needed addressing.
Social. Local. Mobile. These are the new battlegrounds for providing relevancy to today’s consumers. More than ever before, consumers are becoming empowered by the use of new technologies. These technologically savvy consumers are changing the rules of commerce and shifting the balance of power in their favor when it comes to the relationships they have with brands.
Social, local, and mobile: “SoLoMo.” These are the terms that now define retail shoppers. They discover the hottest brands through social media, they stay informed about product trends on their mobile phones, and they expect exceptional shopping experiences from the local stores they love. Is your customer experience in tune with these new customer behaviors?
A large, multi-unit quick-serve restaurant chain had been using Mindshare to gather real-time customer feedback and improve store-level operations. Their corporate marketing department enlisted the help of Mindshare to find a cost effective way of determining customer reaction to new product offerings.
Today, the fastest-growing channels of feedback are social media and social review sites, which have created an explosion of new sources of customer feedback. This feedback is coming at a fast and furious pace and is often completely unsolicited, creating unique challenges for retail business owners and operators.