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Business-to-Business
Customer Experience Management
Best Practices Study
Consolidated 2010-2013 Responses
www.ClearActionCX.com
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
Methodology
264 business-to-business customer experience practitioners responded to
a 25-minute online questionnaire during the summers of 2010, 2011, 2012,
and 2013. All participants sell products and/or services to businesses.
Answers apply to the respondents business-to-business organization.
Companies with fewer than 100 employees were eliminated.
Participants represent more than 20 industries in North America, Europe,
and Asia. Representation is generally balanced across company sizes,
selling prices, and sales cycles.
Half of participants have been in a job focused on CEM for 5 or more
years. Marketing, service, strategy, or operations are common career
paths.
The 2013 State of B2B CEM online questionnaire explored B2B
organizations use of CEM techniques for listening to customers, viewing
the customers world, and centering employees and the business on
customers. Participants self-reported their use of various techniques as:
perhaps world-class, well-established, just starting, on our wish list, or no
plans / do not know.
The questionnaire also explored use of CEM technologies and tools for
employee engagement and organizational customer-centricity. In addition,
questions covered B2B CEM motivations, obstacles, achievements,
reporting structure, and fit with day-to-day business pressures and
strategic planning.
All of the items in the questionnaire are substantiated by other studies as
best practices. Correlation analysis of strong business results and wider
adoption of best practices has identified 6 success factors.
Copyright 2013 ClearAction LLC. All rights reserved.
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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DirectEnergy
Domino Printers
EMC
Enogex
Equinix
Etsilat
Experian
Fifth Third Bank
First Caribbean International
Bank
Fuji Xerox
General Electric
Genpact
Global Crossing
Global Knowledge
Gorkana
Grameenphone
HealthNow
HCL
Hewlett-Packard
Hong Kong CSL Limited
Huntington Bank
Hydro-Quebec
Infosys Lodestone
Ingersoll Rand
ISS Worldwide
John Deere
Kennametal
Lawson Products
LexisNexis
Lexmark
Level 3 Communications
Lifetech
Lumension Security
Maersk
Mapfra Asistencia
Matheson Fast Freight
Merck
Miller-Heiman
Mine Safety Appliances
Minitab
Mutual of Omaha
Navis
NCR
Neustar
NII Holdings
Nobel Biocare
Omnitel
Orange
Perkin Elmer
Pershing
Pitney Bowes
Qliktech
Rentokil Initial
Sage
Sandisk
Sanitop
SAVO Group
Schneider Electric
Siemens
Simplex Grinnell
Spigit
SunGard
SunPower
SunTrust
Surgical Information Systems
Symantec
Symmetricom
Tango/04
Thermo Fisher
Thomson Reuters
TNT Express
Turassist
UPS
US Bank
Verisign
Walker
Walsworth
Welch Allyn
Xerox
Notes: Many additional companies chose to remain anonymous. Some of the above participants opted to keep their company and industry information separate from their responses.
Confidentiality of all responses is assured by ClearAction.
Copyright 2013 ClearAction LLC. All rights reserved.
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Businesses
100%
Government
Retailers
Non-Profit
15%
56%
49%
39%
Professional Services
10%
Industrial Automation
10%
Telecommunications
10%
Business Supplies
10%
Energy / Utilities
Consumer
9%
42%
Machinery
6%
Finance / Insurance
6%
Computer Hardware
6%
6%
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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91%
Value-added resellers
39%
Internet
14%
20-50K employees
6%
38%
10-20K employees
Agents / brokers
19%
29%
5-10K employees
22%
20%
68%
501-1K employees
Europe
23%
100-500 employees
Asia/Pacific
Middle East
12%
8%
2%
11%
0%
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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7%
Within a year
Within a week
19%
$100K-$1M
29%
$10K-100K
22%
Within 3 months
Within a month
Within 6 months
The average selling price (ASP) for our primary B2B product/service:
34%
$1K-10K
Less than $1K
7%
26%
17%
9%
4%
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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46%
3-4 years
25%
1-2 years
Service
Strategy
20%
Operations
9%
23%
22%
14%
Sales
8%
Quality
8%
Market
Research
6%
Engineering
5%
12%
IT
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
4%
18
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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The main differences in how we manage B2C CEM versus B2B CEM include
high-touch in B2B and multiple decision-makers in B2B
HIGH TOUCH IN B2B: EXTENSIVE INTERACTIONS AMONG PEOPLE
B2B focuses on customer relationship improvement during the contract life time. (Telecommunications) As the structure of how we do business with
consumers is totally different to how we do business with other companies, the way in which we manage our B2B focus on clients has to reflect the
different management model, touch-points and interactions involved. (Finance/Insurance)
B2C sales are through channel resellers; B2B is direct sales and through partner networks.
We can sell direct B2C over the web; there always has to be human intervention (by customer services or sales) with B2B sell.
CRM, experiential marketing, word-of-mouth marketing, contact center management, and social media customer service have a stronger role in B2C;
direct sales force with tighter customer relationships in B2B.
This question was asked of companies that sell both to consumers and businesses.
4th Annual ClearAction Business-to-Business Customer Experience Management Best Practices Study -- 2013
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Our product delivery system is reliant on resellers to service our end consumers so we support B2B customers with more operational support.
(Professional Services)
Designing CX for multiple customers: purchaser, end-user, influencer -- and yet having a consistent CX. We are currently working to define what this is
across all touch-points. (Computer Software)
Recognition that B2B decisions are often made in the context of a committee, versus a single individual for consumer. All of our listening processes and
analysis have to be conducted with this difference in mind.
Much less developed B2B experience strategy, definition and governance. Much is handled via account relationships rather than formal VOC
programmes, although some NPS is used at a relationship level. This is a financial services company and so it lags behind in CEM maturity.
(Finance/Insurance)
Final delivery for B2C is the break-point we must avoid, therefore the approach is different from B2B. (Transportation/Logistics)
Not any difference -- we are set up for B2B and only occasionally sell B2C.
We are only just beginning to have B2C transactions, and we are developing a marketing and CX plan for this group.
This question was asked of companies that sell both to consumers and businesses.
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Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Branding
Customer retention
Customer loyalty
Customer references
Experiential marketing
Co-innovation
Customer advocacy
13%
18%
10%
14%
10% 10%
13%
17%
8%
25%
18%
22%
10%
25%
29%
8% 7%
25%
18%
25%
15%
6% 13%
33%
17%
8%
28%
18%
19%
22%
11%
15%
14%
29%
25%
10%
13%
Voice-of-the-customer
Customer community
CRM
8% 8%
31%
7% 8% 14%
6%
19%
6% 8% 10%
31%
18%
18%
31%
19%
17%
33%
29%
21%
11%
35%
15%
28%
19%
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Complaint resolution
26%
24%
26%
15%
Customer touch-points
Service excellence
17%
21%
19%
26%
24%
15%
17%
19%
7%
11% 8%
18%
22%
21%
33%
24%
8% 8%
7% 10% 10%
32%
22%
39%
19%
6% 8%
19%
31%
18%
17%
6%
14%
25%
26%
24%
18%
21%
6% 18%
33%
24%
14%
13%
CEM strategy
Customer intelligence
CX improvement
13%
11%
26%
18%
User experience
Customer-centricity
25%
14%
CX innovation
Internal customer satisfaction
19%
10% 6%
Internal branding
Customer care
7%
15%
25%
28%
24%
8%
11%
Participant Comment:
The organization would likely say they are doing all of these things company-wide, but I doubt any of our customers and only a
few front-line employees would come close to agreeing with the internal leadership perspective. (Computer Software)
Copyright 2013 ClearAction LLC. All rights reserved.
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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CEM strategy & customer-centricity are company-wide in less than half of firms
Disconnect with customers who see brands & companies as one
What is the scope of your firms deployment of these CEM efforts for B2B customers?
Company-wide
Company-wide Deployment
2013
Customer-centricity
41%
37%
39%
42%
13%
CEM strategy
13%
Customer-centricity
2012
37%
52%
30%
55%
Recommendations: CEM strategy may be difficult for companies to develop due to uncertainty about the ways that
CEM components collectively reinforce business results.
The following pages suggest connections between the following, with a flow of successive capability and outcomes:
Voice-of-the-customer customer intelligence CX improvement CX innovation
Customer touch-points user experience co-innovation service excellence
Lifetime value customer care complaint resolution customer retention
Internal branding internal customer satisfaction customer-centricity
Branding experiential marketing references loyalty
Community advocacy CRM
Practitioner evidence and additional research are desired to confirm these logical connections.
Copyright 2013 ClearAction LLC. All rights reserved.
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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FOUNDATION
MOMENTUM
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Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
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4. Keeping our boss well-being at the center of our decisions and actions
gives us a secure backdrop for moving things forward on-the-fly and for
being in the right place at the right time to make the most of the best
opportunities.
This is the Customer-Centricty building block.
5. It certainly makes sense to center our teams accordingly: get everyone
on the same page with regard to what makes the boss tick and how their
work impacts the boss well-being and our collective success, and to
engage everyone in proactively managing their work for the best
outcomes.
This is the Engaging Internally building block.
6. With all these building-blocks in place, now you can feel at ease to toot
your own horn. Let your stakeholders know about the great things youre
capable of providing, and make it compelling for them to help themselves
through your capabilities.
This is the Engaging Externally building block.
Important Note: It is through these 6 building blocks that sustainable retention and loyalty are achieved. Like so many laws of nature, one cannot short-circuit
this process and expect lasting results. In fact, attempts to leapfrog any of the building blocks will likely lead to inefficient resource use and customer distrust,
with suboptimal profitability and short-term revenue growth, at best.
Copyright 2013 ClearAction LLC. All rights reserved.
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Request a Presentation
of the B2B CEM Study Findings & Recommendations
Send us a note:
OptimizeCX@ClearActionCX.com
http://ClearActionCX.com/benchmarking2013
Consolidated ClearAction Business-to-Business Customer Experience Management Best Practices Study 2010-2013
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Study Theme:
Shows 3-year trend data and features stories of
B2B CEM successes, featuring companies such as Ciena,
Citrix, LexisNexis, Maersk Line, Orange, SunTrust, Symantec,
tw telecom, and others In business services, building materials,
remarketing, and semiconductor industries.
Study Launch Press Release:
prweb.com/releases/customer/experience/prweb8412325
Study Report Press Release:
prweb.com/releases/customer/experience/prweb9053422
http://ClearActionCX.com/benchmarking2012
http://
Table of Contents:
1) Motivation for CEM
3rd Annual ClearAction Business-to-Business Customer Experience Management Best Practices Study -- 2012
2012 ClearAction Business-to-Business Customer Experience Management Best Practices Study
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Company Headquarters
Tenure in CEM Role
3rd Annual ClearAction Business-to-Business Customer Experience Management Best Practices Study -- 2012
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Study Theme:
Identified 7 success factors linking CEM to corporate goals,
customer-centric culture, and stronger business results.
Study Launch Press Release:
prweb.com/releases/customer/experience/prweb8412325
Study Report Press Release:
prweb.com/releases/customer/experience/prweb9053422
Participants Job Titles:
Vice President of Customer Experience, Vice President of Customer
Operations, Vice President of Customer Care & Support, Customer
Engagement Champion, Director of Client Experience & Loyalty
Development, Director of Customer Care, Director of Client
Experience & Voice of the Customer, Director of Strategic Accounts,
Director of Sales, CRM Department Leader, Manager of Business
Excellence Deployment, Customer Experience Program
Management, Project Manager, and Group Manager.
Copyright 2013 ClearAction LLC. All rights reserved.
Table of Contents:
http://ClearActionCX.com/benchmarking2011
http://ClearAction.biz/benchmarking2011
1) Motivation for CEM
Top 3 Motivations for CEM
Greatest CEM Achievements
Top 5 Methods for CEM
Greatest Obstacles to CEM Success
Role of CEM in Corporate Strategy
Role of CEM in Day-to-Day Business
Level & Function of Person Driving CEM
What Would Help Us Reach CEM Goals
2) Journey to World-Class in How We Listen to Customers
Our Practice of Customer Voice Activities
Reasons to Monitor Perceptions
Ways We Monitor Customer Perceptions
How Often We Collect Survey Data
Who Manages Customer Survey Data
3) Journey to World-Class in How We View Customers
Our Practice of Customer View Activities
Who Receives Customer Survey Data
Groups that Act on Customer Survey Data
Focus of Customer Survey Analysis
Methods for Making Survey Data Available
4) Journey to World-Class in How We Center Our Employees on Customers
Our Practice of Employee Customer-Centricity Activities
Employee-Related Tools for CEM
Funding Employee Engagement in CEM
5) Journey to World-Class in How We Center Our Business on Customers
Our Practice of Organizational Customer-Centricity Activities
Organization-Related Tools for CEM
Funding Customer Engagement in CEM
6) Functional Areas Driving CEM
Customer Well-Being
Customer Knowledge
Bonus Article: Customer Care ... CRM ...
Customer Profitability
Customer Experience: What's the Difference?
7) Methodology
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Company Headquarters
2nd Annual ClearAction Business-to-Business Customer Experience Management Best Practices Study -- 2011
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Study Theme:
Examined the functional owners of various CEM programs,
and the scope of organizational deployment
Study Launch Press Release:
prweb.com/releases/customer/experience/prweb4650034
Study Report Press Release:
prweb.com/releases/2011/1/prweb4946354
Participants Job Roles:
Voice of the customer, market research, data-mining, customer intelligence,
customer relationship management, customer references, experiential
marketing, loyalty, customer lifetime value, customer community, word-ofmouth, co-innovation, branding, internal customer satisfaction, service
excellence, call center, user experience, and complaint management.
http://ClearActionCX.com/benchmarking2010
Table of Contents:
1) Maturity:
Company-wide Views of CEM
Role of CEM and Walking the Talk
Company's Historical Focus
2) Goals
Top 5 Motivations for CEM
Business Results: Current Performance vs. Goals
3) Investment
Annual Percentage of Revenue
Change Since 2005
Areas of Increased Investment
4) Influencers
High & Moderate Impact on CEM Success
Top 5 Obstacles to CEM Success
5) Implementation Scope
Customer Voice
Customer View
Customer Centricity
6) Functional Areas Driving CEM
Customer Well-Being
Customer Knowledge
Customer Profitability
7) Methodology
8) Appendix
Comparison of B2B and B2C Studies
B2B Myths Debunked
How Do You Learn Best Practices? (Question Asked on LinkedIn
and Focus.com)
4 Related Articles Regarding 10 Characteristics of Customer
Experience Management
1st Annual ClearAction Business-to-Business Customer Experience Management Best Practices Study -- 2010
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e-books available at
www.ClearAction.biz/cx-books or Amazon Kindle:
Metrics You Can Manage For Success
Customer Experience Improvement Momentum
Innovating Superior Customer Experience
Send us a note:
OptimizeCX@ClearActionCX.com
Copyright 2013 ClearAction LLC. All rights reserved.
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Send us a note:
OptimizeCX@ClearActionCX.com
Copyright 2013 ClearAction LLC. All rights reserved.
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Send us a note:
OptimizeCX@ClearActionCX.com
Copyright 2013 ClearAction LLC. All rights reserved.
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OptimizeCX@ClearActionCX.com
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