The 2013 Customer Experience Management Benchmark Study found that most companies have established social media programs for customer care that have been active for two or more years. While many companies initially focused on responding to direct customer comments, more are now proactively responding across various online communities. There is a shift toward customer care departments owning social media engagement. Companies are also looking to expand their social media customer care programs through increased scope, monitoring of additional sites, and longer operating hours. Success is now measured more by customer experience rather than just performance metrics.

1. 2013
2013 customer experience management benchmark study
CUSTOMER
EXPERIENCE
MANAGEMENT
BENCHMARK
TRADITIONAL
SOCIAL
MOBILE
INTERACTIVE
STUDY
PROGRAM MANAGEMENT
PUBLISHED
FEBRUARY 4, 2014

2. TABLE OF CONTENTS
Preface
1
A Note From the Study’s Authors
2
Profile of the Connected Consumer
3
About the Study’s Participants
4
Benchmark Findings
Social Care
Mobile Care
Interactive Care
Traditional Care
Program Management
5
14
17
20
23
Commentary: Planning for Success in a Redefined Contact Center
By Amrit Mehta
About Execs In The Know
About Digital Roots
27
29
29

3. PREFACE
The results are in. For companies working to shape Customer Experience and serve
the Connected Consumer, 2013 can be characterized as a year devoted to definition
and refinement. A focus on consumer need and expectation is now paramount, and much
attention continues to be paid (and rightly so) to the non-traditional channels of Social,
Mobile and Interactive, all in an environment where early adoption is steadily transforming
into universal adoption.
Today’s companies are faced with a new reality. The Connected Consumer is no longer an
abstract (let alone a minority). Cyber Monday is a staple. Reading an online review is now
a permanent fixture in the purchase funnel. For the most part, companies have accepted
these truths, rallying around the opportunities they imply. And consumers continue to
reward brands that embrace online markets, new technologies and clever innovations.
So the focus now turns toward questions like, “How are companies meeting expectations after a sale is made?” and “How are companies staying ahead of the curve on new
sales, especially in a world filled with ever-savvier consumers possessing a greater voice
and higher expectations?”
The 2013 Customer Experience Management Benchmark Study seeks to shed
light on these and other questions. Much like the 2012 edition, this year’s study
illuminates the current activities and future plans of top global brands in four key areas of
customer care: Social, Mobile, Interactive and Traditional. Additionally, there is content
related to Program Management, including strategy and leadership. It is our hope
that this evolving narrative will help organizations further refine their own Customer
Experience story.
1

4. A NOTE FROM THE STUDY’S AUTHORS
It has been our sincere pleasure to bring to life the 2013 Customer Experience Management
Benchmark Study. Like last year, this year’s study would not be possible without the participation
of the many Customer Experience professionals who took the time to contribute and share in this
benchmark survey. We’d be remiss if we didn’t thank every study participant for their time and
efforts in helping to make this report as complete and robust as possible.
While the 2013 Customer Experience Management Benchmark Study is a continuation of
the work begun during the creation of last year’s study, there are some areas of difference.
For example, greater attention has been paid to the areas of Social Care and Interactive Care.
There are also a number of new questions related to leadership and customer care transformation. And since 2013 marks the second year of data gathering, this year’s report includes
a special section devoted to comparisons between this and last year’s data.
This year’s report also features “Planning for Success in a Redefined Contact Center,” an insightful
commentary by Amrit Mehta, Director, Business Process – Customer at General Motors. In it,
Amrit provides his thoughts about the recent changes within the contact center, and provides
some key areas of focus for continued success in the space. Our deepest thanks goes out to
Amrit for contributing his thoughts on this critical subject.
Once again, thanks to all the contributors to this year’s Customer Experience Management
Benchmark Study. We also hope that you, the reader, will find this study to be both inspiring
and informative as you develop and execute your Customer Experience plans this coming year.
— Execs in the Know & Digital Roots
2

5. ABOUT THE CONNECTED CONSUMER
A PROFILE
The Connected Consumer is defined as any economic participant that provides or derives influence by
utilizing an online medium. Given this broad definition, and the current statistics highlighting online use,
we are fast approaching a time when the average Connected Consumer is synonymous with the average
American. Here’s a sampling of statistics to help shape the image of today’s Connected Consumer:
Who they are:
•
85% of American adults use the internet1
•
56% of American adults own a smartphone (up from 46% in 2012)1
•
80% of Americans age 18–34 own a smartphone (61% for Americans age 35–54)1
•
45% of adults own 3 or more devices that connect to the internet (tablets, laptops
and/or smartphones)2
How they participate:
•
72% of online American adults use social networking sites (18% use Twitter)1
•
41% of consumers have visited or posted to a brand’s social media page2
•
63% of American adult cell owners use their phones to go online1
•
67% of consumers have used a company’s social media site for customer care3
•
33% of consumers have used a company’s social media site for research3
•
60% of consumers are going online more often to find the best products and services4
•
32% of consumers follow or like a company’s social media page because they are a
true fan of the brand2
What they expect:
•
93% of consumers would have an improved impression of a company if they
addressed complaints on their company social media page2
•
83% of Twitter users expect a response from a brand within one day5
•
82% of consumers ranked “Getting my issues resolved quickly” as the top element to
a great online experience4
•
90% of consumer think companies should offer mobile apps to help manage accounts
and provide product or service information2
1 Source: Pew Research Center’s Internet American Life Project, April 17-May 19, 2013 Tracking Survey. 2 Execs In The Know and Digital Roots 2013 Connected Consumer Benchmark Study. 3 J.D.
Power and Associates 2013 Social Media Benchmark Study. 4 Deloitte’s 2013 LivePerson Connecting with Customers report. 5 NM Incite State of Social Customer Service.
3

6. ABOUT THE STUDY’S PARTICIPANTS
A PROFILE
Just like last year, the list of 2013 study participants is robust and well distributed across industries
with concentrations in retail, financial services/insurance, and hospitality, food and beverage. Nearly
half of the brands participating in the 2013 study (49%) also took part in the 2012 study. The resulting
participation list includes six U.S. Fortune 50 companies, and 14 Global Fortune 500 companies, as
well as many other well-known brands.
PARTICIPATING INDUSTRIES
BREAKDOWN OF PARTICIPANTS’ REVENUES
$1B OR LESS
$1B TO 10B
$10B TO 50B
$50B OR MORE
25%
40%
13%
22%
4

7. social
care
Social care encompasses
consumer engagements
within a wide variety
of online communities
including twitter, facebook,
Google+, forums and blogs.

8. SOCIAL CARE
OVERVIEW
Social media continues to play a prominent role in the life of today’s consumer, and businesses
have come a long way in embracing this fact. Experience is a major factor in how well companies
perform in this space, so it’s worth noting that the majority of this year’s study participants (38%)
work within programs that have been
active for two or more years (38%). This
HOW LONG HAS YOUR SOCIAL MEDIA PROGRAM FOR
is opposed to last year’s results where the
CUSTOMER CARE BEEN ACTIVE?
majority of respondents (47%) worked in
programs that were active for only 1-2
years. While two years might not seem
18% 0-6 months
like a long time, it’s a lifetime when taken
in the context that Facebook (the largest 38% 2 years
social media site) only hit its stride some
four years ago. Many companies have
gone from figuring social media out in
13% 6-12 months
2012 to defining and refining a reliable,
repeatable process for social care
engagement in 2013.
While not every organization or customer
base is the same, there is a lot to learn
from these social care engagement
pioneers. The 2013 Customer Experience
Management Benchmark Study frames
this learning in the following way:
Program Design, Operating Details and
Program Staffing.
31% 1-2 years
program design
operating details
program staffing
6

9. SOCIAL CARE
PROGRAM DESIGN
By its very nature, social media is in a constant state of change. A social media engagement program, on the other
hand, must adhere to a predefined strategic framework. Call it a program design, mission or objective. Without it,
program performance will (at best) lack consistency and effectiveness. At worst, a social engagement program in want
of clear purpose will leave consumers feeling confused and frustrated.
Here’s how respondents of the 2013 Customer Experience Management Benchmark Study defined their
program designs:
67%
93%
of respondents have a
social media response team
2012 VS. 2013
of respondents have a social media
response team specifically for
customer care
HOW WOULD YOU DESCRIBE YOUR COMPANY’S OVERALL
APPROACH TO SOCIAL?
13.3% Still
determining
approach
31.1% Proactively
responding to
customer comments
across the web
Divergence: Adoption
of social media as a
customer care channel
is exploding. Last
year found only half
of companies offering
customer care services
through social media,
whereas 2013 saw
that number shift to
two-thirds of companies.
15.6% Listening
40% Responding
to direct customer
comments
71% of participanting brands engage their customers through social media
7

10. SOCIAL CARE
PROGRAM DESIGN
The debate over which internal department “owns” social media continues in earnest, with two clear front-runners:
Marketing and Customer Care. While marketing units are the masters of all things brand-related, it’s becoming clear
that engagement is an offshoot of Customer Experience, and customer care departments have far more experience
when its comes to engaging in a dialogue with the customer. One thing is clear — whatever structure emerges,
communication across the organization is essential for meeting the heightened expectations of a better-informed,
better-connected customer.
WHAT DEPARTMENT “OWNS” SOCIAL MEDIA ENGAGEMENT?
2012 VS. 2013
Divergence: Customer
Care gained the most
ground in the ownership
of social customer
engagement, shifting
from 10% to 36%. This
trend is expected to
continue, with more
and more companies
adopting a centralized
approach to social media
engagement.
MARKETING
CUSTOMER
CARE
PUBLIC
RELATIONS
OTHER
42% 36% 7% 15%
59%
OF RESPONDENTS HAVE CLEARLY
DEFINED AREAS OF ENGAGEMENT
FOR EACH DEPARTMENT OR
CONTENT TYPE
Overwhelmingly, survey participants have plans to expand online customer engagement (87%) — an area that
saw widespread growth throughout 2013. Compared to the findings of the 2012 study, companies are increasingly
interested in extending program hours, adding more sites to their program and expanding the scope of their program.
All these clues indicate a strong desire among organizations to meet expectations of consumers in an ever-evolving
social space.
87%
OF RESPONDENTS HAVE
PLANS TO EXPAND
ONLINE CUSTOMER
ENGAGEMENT
TOP PRIORITIES FOR EXPANSION IN SOCIAL CUSTOMER CARE
10.3% Other
5.1% More agents
10.3% Wider operating window (hours)
46.2% Expanding
engagment scope
28.2% Monitor
more sites for brand
mentions
8

11. SOCIAL CARE
PROGRAM DESIGN
As indicated earlier, customer care continues to take a more prominent role in social media engagement. So it should
come as no surprise that organizations are driving towards a centralized approach with strengthened relationships
between functions. At the same time, other organizations are drawing definitive lines of responsibility through a
decentralized approach. This is an area that should experience continued transformation throughout 2014.
WHICH MODEL BEST DESCRIBES YOUR SOCIAL MEDIA OPERATIONS?
54%
OF COMPANIES HAVE NOT ESTABLISHED
OR HOSTED A COMMUNITY FORUM
2012 RESULTS
HUB AND SPOKE 24.5%
CENTRALIZED
51%
DECENTRALIZED 20%
OTHER
4.5%
2012 VS. 2013
Divergence: 2013 has seen a big shift away
from a hub-and-spoke approach (-25%) within
social media operations. This is equally due to
greater adoption of both centralized and
decentralized approaches.
HUB AND SPOKE
CENTRALIZED
DECENTRALIZED
OTHER
49%
35%
5%
11%
More and more companies are moving their social media engagement
beyond the boundaries of Twitter and Facebook. As this occurs,
exposure to the world of forums plants the seed of brand-hosted
communities. Nearly half of the brands participating in the study
(41%) have delved into this space. The result is greater control and
ownership of content, increased conversation management and a
greater potential to improve the social equity of their brand.
The word cloud below is formed out of the free form answers respondents gave to the question, “How does your
brand demonstrate value through social media, and how do you measure success?” A similar question was asked
last year, and the answers then focused on response time and productivity. Clearly, there is a shift toward valuing
how consumers experience brand interactions within the social space versus performance-based metrics. In other
words, social media isn’t just about volume or speed. It’s also about quality.
9

12. SOCIAL CARE
OPERATING DETAILS
Command center implementation. Operational hours. Tool selection. Source coverage. These types of operating
details can have a profound impact on the success and effectiveness of a social media engagement program. The
2013 Customer Experience Management Benchmark Study provides a glimpse of some key operational decisions at
top organizations.
64%
OF COMPANIES DO NOT
HAVE AN ESTABLISHED
SOCIAL MEDIA
COMMAND CENTER
Interestingly, the overwhelming majority
of companies that have a dedicated
social media command center have
also adopted the operational model of
Hub-and-Spoke (56%), as opposed to
Decentralized (13%) and Centralized
(31%) operational models. While a
significant investment, providing a
central location for collaboration is a
vital ingredient for many organizations.
The average window of operations among survey participants remains relatively unchanged from 2012 — six
remains the average number of operational days per week, mainly because respondents were nearly evenly split
between 7-day and 5-day operations. While operational days remained unchanged, hours of operations saw a
slight dip, moving from 13.8 hours/day in 2012 to 10.5 hours/day in 2013. That hours of operation would be reduced
was unexpected, given that organizations are eager to deliver on consumer expectations.
SOCIAL MEDIA TEAM ACTIVITY
DAYS PER WEEK
5 40%
6 7%
7 44%
OTHER 9%
HOURS PER WEEK
8 36%
8-12 38%
13-16 18%
16+ 9%
10

13. SOCIAL CARE
OPERATING DETAILS
In a new question for 2013, we asked participants
to indicate their level of engagement each week.
While the program sizes vary, the results give a
clear indication of the reach of social engagement
programs, especially when one considers the
one-to-many nature of social media interactions
WHICH PROCESS DO YOU USE TO SORT
THROUGH SOCIAL MEDIA CONVERSATION DATA?
51%
MANUAL SEARCH
KEYWORD SEARCH
NATURAL LANGUAGE PROCESSING
NOT SURE
16%
39%
25%
20%
OF COMPANIES ENGAGE
IN A HUNDRED OR
MORE UNIQUE SOCIAL
MEDIA INTERACTIONS
EACH WEEK
One of the biggest factors of operational
efficiency in social media is methodology
and tool selection. Surprisingly, 16% of
study participants still rely on manually
searching through social media
data. This undoubtedly leads to missed
opportunities and ignored customers
With breakthroughs in natural language processing and advanced keyword search algorithms, knowledge of filtering
methodologies is a key consideration to efficient engagement. Without the right tool, companies can quickly fall
behind the competition. Like every cutting-edge endeavor (which social media engagement most certainly is), the
phrase “Work smarter, not harder” rings incredibly true.
The word cloud below reflects the answers given when respondents
were asked about which tools they currently use in their programs.
THE PERCENTAGE OF SOCIAL
MEDIA TOOL ADOPTION WAS
69%
48%
IN 2013, AS OPPOSED TO
IN 2012.
11

14. SOCIAL CARE
OPERATING DETAILS
WHAT SOCIAL MEDIA PLATFORMS DOES YOUR COMPANY
USE TO ENGAGE CUSTOMERS?
When 2013 study participants were asked in
which platforms their company is currently
engaging with customers, the responses
perfectly aligned with those provided in 2012.
Facebook led the way with 96% adoption in
2013 (84% in 2012). Next came Twitter at 91%
(80% in 2012). Finally, Forums/Community sites
came in at 62% (51% in 2012).
In addition to these popular sites, respondents
also indicated that they provide support within
other sites, including YouTube, Google+,
Pinterest, Instagram and various blogs.
76% OF RESPONDENTS RATED
THEIR SATISFACTION WITH
THEIR COMPANY’S SOCIAL
MEDIA EFFORTS A
6
OR HIGHER
TWITTER
FACEBOOK
FORUMS
OTHER
91%
96%
62%
22%
When asked to estimate the percentage of total
engagements that occur in each platform, responses
ran the gamut. One trend that emerged was the
connection between program size (both in advisor
count and numbers of engagements per week) and
platform breakdown. Small and midsize programs
favored Facebook, while larger programs devoted
a greater percentage of their engagements to Twitter
and Forums.
Overall, participants reported greater satisfaction with
the social media efforts of their organizations when
compared to the previous year. The overall percentage
of respondents rating a satisfaction level of 6 or
higher in 2013 was 76%, as opposed to only 48% in
2012. Furthermore, 30% of respondents rated their
organization’s social media effort as a 4 or less in 2012,
as opposed to only 18% in 2013.
12

15. SOCIAL CARE
PROGRAM STAFFING
One of the most significant findings of the 2013 Customer Experience Management Benchmark Study was the
discovery of a renewed dedication to program staffing. On both the training and sourcing fronts, a greater appreciation
for quality of engagement has led to significant differences between 2012 and 2013 findings.
HOW MANY FULL-TIME EMPLOYEES ARE DEDICATED SOLELY
TO ENGAGEMENT VIA SOCIAL CHANNELS?
1-5 51%
5-10 22%
10-20 20%
20+ 7%
82%
OF SOCIAL MEDIA ENGAGEMENTS ARE
MADE BY COMPANY EMPLOYEES
Overall, staffing levels remained consistent with those
in 2012, with the largest contingency falling in the 1–5
FTEs. Interestingly, only 13% of programs with 1–5
FTEs pursued a proactive approach to engagement
(compared to 31% of total respondents), possibly
indicating a connection between fewer FTEs and a
lack of a proactive approach.
2013 saw a big shift from a mix of internal/
external staffing to strictly internal staffing.
In 2012, only 63% of companies carried out
social media engagements using company
employees, compared to 82% in 2013.
Furthermore, the number of companies
providing firm policies around what to
engage also increased (80% in 2013 versus
66% in 2012), indicating greater program
maturation.
80%
OF COMPANIES HAVE CLEAR POLICIES
AS TO WHICH CONVERSATIONS WILL OR
WILL NOT BE ENGAGED
In 2012, only 41% of study participants offered any sort of training to social media agents. While this number has
improved greatly (66% in 2013), a lack of proper training (or any training, for that matter) continues to be a significant
shortfall within the space. Here’s how the overall training picture shaped up in 2013:
66% OF COMPANIES OFFER SOCIAL THE MAJORITY OF RESPONDENT
MEDIA TRAINING FOR EMPLOYEES, COMPANIES (54%) HAVE SOCIAL
WHILE ONLY 44% OFFER ONGOING MEDIA TRAINING THAT LASTS
LESS THAN A WEEK
SOCIAL MEDIA TRAINING
13

16. mobile
care
Mobile Care includes the
provision of customer care
support through mobile
apps, text-for-assistance
and mobile chat.

17. MOBILE CARE
CURRENT
If Customer Experience was a Broadway musical, Mobile Care would be the star of the show in 2013. Mobile Care
enjoyed widespread attention from consumers, companies and the media, and this is well-depicted in the 2013
Customer Experience Management Benchmark Study data. Mobile Care offerings are up among participants, as are
plans to provide a mobile offering if an active channel is not already in place.
56% 60% 73%
58% 40%
77% 4%
DOES YOUR COMPANY OFFER A MOBILE CARE SOLUTION?
YES:
IS YOUR COMPANY’S WEBSITE CONFIGURED FOR MOBILE?
OF THOSE OFFERING A MOBILE
CARE SOLUTION:
OF THOSE WHO DO NOT OFFER
A MOBILE CARE SOLUTION,
HAVE PLANS TO DEVELOP ONE
WERE SELF-HELP ONLY
WERE INTERACTIVE
DOES YOUR COMPANY OFFER A MOBILE CHAT SOLUTION?
OF RESPONDENTS DO NOT OFFER A MOBILE CHAT
SOLUTION
68%
THE PERCENTAGE OF THOSE WHO HAVE PLANS TO DEVELOP ONE:
OF RESPONDENTS’ WEBSITES ARE EASILY
VIEWED ON MOBILE DEVICES
100% OF COMPANIES WITHOUT
RESPONSIVE WEBSITES HAD
PLANS TO CONFIGURE THEIR
WEBSITES FOR MOBILE
DOES YOUR COMPANY OFFER TEXT-FOR-ASSISTANCE?
OF RESPONDENTS
OFFER
TEXT-FORASSISTANCE
100% OF COMPANIES
WITH TEXT-FORASSISTANCE SAID
THERE IS A DIRECT
DIALOGUE BETWEEN
THEIR AGENT AND
THEIR CUSTOMER
While adoption of text-for-assistance remains low, 46% of
2013 respondents without a current solution have plans to
develop one. This contrasts strongly with the 2012 finding
that 89% of respondents without a text-for-assistance
solution hadn’t even considered text-for-assistance as an
option.
15

18. MOBILE CARE
FUTURE
In terms of future development, a greater percentage of study participants shifted from prioritizing a Mobile Care solution
to actually developing a Mobile Care solution. Also, fewer respondents have indicated that the future development of
a Mobile Care solution is “Not Important,” and it is expected that this trend will continue.
WHAT LEVEL OF IMPORTANCE HAS YOUR COMPANY PLACED ON DEVELOPING A MOBILE CARE SOLUTION?
IN DEVELOPMENT
PARALLEL TO EXPANSION OF SERVICE
TOP PRIORTY
NOT IMPORTANT
31%
40%
16%
13%
WHAT TYPES OF MOBILE CARE SOLUTIONS ARE BEING EXPLORED FOR FUTURE DEVELOPMENT?
14% Other
36% Mobile Apps
20% Mobile Chat
30% SMS
Not surprisingly, mobile apps and
text messaging (SMS) dominate the
future development plans of solutions
in the Mobile Care space. 2013 saw a
variety of developments among thirdparty “help desk” apps. This leaves
companies with some serious choices
to make when it comes to choosing
between an off-the-shelf product or
a customized solution. Companies
should consider consumers’ thirst for
personalization as they develop their
future plans.
When asked about the largest challenges in development of a Mobile Care solution, these words illustrate respondents’
most common concerns:
16

19. interactive
care
Interactive care is composed
of customer care assistance
via click-to-chat, self-help
and video chat.

20. INTERACTIVE CARE
CURRENT
While the 2013 growth in availability of Interactive Care solutions didn’t quite match the gains made by Mobile Care,
expansion was compelling. Comparing 2012 to 2013, the number of respondents offering an Interactive Care solution
grew by 58%, compared to a 107% year-over-year gain for Mobile Care solutions.
76%
OF COMPANIES OFFER INTERACTIVE
CARE SOLUTIONS ONLINE
WHAT TYPES OF INTERACTIVE CARE SOLUTIONS ARE YOU CURRENTLY EXPLORING?
Companies continue to invest heavily in chat
options, but the big surprise was the significant
expansion of self-help solutions, which were
a virtual no-show in 2012. This highlights
the desire of organizations to remain cost
efficient, while also providing convenience to
the customer. On the flip side, video chat saw
a decline in investment as companies take a
wait and see approach. But with recent and
successful initiatives like Amazon’s Mayday
Button, video chat is a likely candidate to catch
some momentum heading into 2014
53%
OF RESPONDENTS ARE NOT
DIVERTING FOCUS AWAY
FROM TRADITIONAL AVENUES
OF ASSISTANCE INTO
SELF-HELP OPTIONS
20% FAQ
36% Click
to Chat
40% Self-Help
4% Video Chat
Like many other areas of Customer Experience, customer
care has taken on a greater responsibility in the area of
Interactive Care in 2013. In 2012, only 23% of respondents
spotlighted customer care as the department responsible for
the maintenance and expansion of Interactive Care solutions.
For 2013, this percentage more than doubled, landing at 62%,
while marketing and IT saw significant loss of responsibility in
this area.
While diversion from traditional to self-help channels were
reported by 47% of study participants, the impact on
traditional channel volumes and budgets have been minimal
at best. These trends are likely to pick up steam as the move
to self-help quickens in the coming years.
18

21. INTERACTIVE CARE
FUTURE
The perceived importance of expanding Interactive Care solutions in 2013 was strikingly similar to 2012 results, with
91% of respondents assigning some level of priority to the space (versus 87% in 2012). Undoubtedly, the bulk of the
47% respondents that are currently developing an Interactive Care solution are placing self-help and chat at the center
of their efforts.
WHAT LEVEL OF IMPORTANCE HAS YOUR COMPANY PLACED ON DEVELOPING
AN INTERACTIVE CARE SOLUTION?
47%
IN DEVELOPMENT
PARALLEL TO EXPANSION OF SERVICE 38%
TOP PRIORTY
7%
NOT IMPORTANT
9%
The pace of budgetary growth for Interactive Care solutions has slowed greatly. In 2012, 57% of respondents saw an
increase in budgets for the coming year, compared to only 38% in 2013. The biggest response gains were seen in
an unchanging budget (24% in 2012 versus 53% in 2013). It remains to be seen whether the definitive cause is the
overall economic climate, increased spending in Social and Mobile Care, or a prevailing wait-and-see approach to
Interactive Care.
When asked what would compel development of an Interactive Care solution, the customer took center stage.
Seventy-one percent of 2013 respondents named “Customer Demand” as a top reason for movement in the space,
compared with only 49% in 2012. This result typifies the transformation of the customer care space, with renewed
emphasis on meeting the current and future needs and expectations of the customer.
WHAT REASON WOULD MOST COMPEL YOUR ORGANIZATION TO DEVELOP AN INTERACTIVE
CARE SOLUTION IN THE FUTURE?
11% Other
7% Competitor Offers It
11% Greater Affordability
71% Customer Demand
19

22. traditional
care
traditional care covers
customer care support by
way of phone, email,
in-person and fax.

23. TRADITIONAL CARE
CURRENT
At many organizations, the Traditional Care channel remains at the center of customer care activities. While there are
efforts to decrease channel traffic and divert volume to emerging channels, consumers continue to rely on traditional
methods for resolving product and service issues. In the Connected Consumer Benchmark Study (Summer 2013), a
survey of 524 consumers found that 73% of respondents called a company’s customer service line within the past 12
months. Other customer care contact methods cited in the same study included email (65%), online chat (48%) and post
to a company’s social media page (23%). Clearly, Traditional Care still reigns as the most popular customer care contact
method among consumers, but the landscape is definitely changing.
“Improve Customer Satisfaction” was cited as the top
priority for respondents’ traditional customer care channels.
This represents a significant shift from 2012 when only
20% of respondents indicated that improving CSAT was
a top priority. At 22% apiece, increasing quality (30% in
2012) and decreasing volume (23% in 2012) continue to
be notable drivers of the Traditional Care channel.
HAS TRAFFIC TO TRADITONAL CHANNELS INCREASED,
DECREASED, OR REMAINED THE SAME?
INCREASED
44%
DECREASED
22%
REMAINED THE SAME 24%
DO NOT KNOW
9%
In stark contrast to their Social Care efforts, a large
portion (62%) of study participants utilize external
staffing within their Traditional Care channels. This is
likely due to the maturation of Traditional Care when
compared to Social Care, where many departments
often participate within the same program.
WHAT IS YOUR COMPANY’S TOP PRIORITY FOR
TRADITIONAL CUSTOMER CHANNELS?
DECREASE VOLUME 22%
RESPONSE QUALITY
22%
SHIFT TRAFFIC
7%
IMPROVE CSAT
49%
While the Traditional Care channel remains strong, a
slight deceleration was observed when comparing
2013 findings to those of 2012. When asked specifically
about traffic to the channel, 44% of respondents noted
increased volume in 2013, as opposed to 49% in 2012.
Additionally, 22% of respondents indicated a decrease in
traffic in 2013, compared to only 14% that indicated the
same in 2012.
76%
OF RESPONDENT
COMPANIES
STATE THAT THEIR
STAFFING HAS
CHANGED IN THE
PAST YEAR
IS TRADITIONAL CARE HANDLED
BY A STAFFING SUPPLIER OR
INTERNAL STAFF?
INTERNAL 38%
EXTERNAL 22%
MIX
40%
21

24. TRADITIONAL CARE
FUTURE
The push by companies to integrate emerging channels with their existing traditional channel has been longstanding.
There are a number of reasons for this, including universalization of CRM systems, tapping existing staffing resources
and centralization of customer care engagement management. In 2013, this strategy of integration was pretty widely
embraced. But as more and more program management tools come online, some specifically designed for activities like
social and mobile engagement, companies will need to consider how this impacts their existing integration strategies.
2012 VS. 2013
Divergence: In the
2012 study, only
29% of participants
reported integrating
emerging channels
into a pre-existing
traditional CRM
system.
89%
OF PARTICIPANTS REPORT
MAKING EFFORTS TO
INTEGRATE EMERGING
CARE CHANNELS WITH
TRADITIONAL
WHICH EMERGING CHANNEL DOES YOUR COMPANY
PLACE AS HIGHEST PRIORITY FOR INTEGRATION
WITH TRADITIONAL?
14% Multiple
41% Social
18% Interactive
27% Mobile
While the Traditional Care channel remains a vital contact point between company and consumer, funding in the
space remains flat. Just like in 2012, the expectation among the largest percentage of respondents (40% in 2013;
35% in 2012) is no change in funding. The expectations of either an increase or decrease in funding also remained
tightly in range of the responses provided last year.
IN THE COMING YEAR, WHAT ARE THE EXPECTED BUDGET CHANGES FOR YOUR COMPANY’S
TRADITIONAL CARE CHANNEL?
INCREASE
31%
DECREASE 20%
REMAINED THE SAME 40%
DO NOT KNOW
9%
22

25. program
management
The program management
section contains findings
centered around the
strategies and leadership
aspects of customer care.

26. PROGRAM MANAGEMENT
STRATEGY
When it comes to the priorities of leadership within
the Customer Experience space, solidifying brand
reputation strengthened its position as a top priority. The
percentage of participants indicating brand reputation as
a top priority was actually improved upon from last year,
from 41% to 53%, indicating a deeper understanding
of the connection between Customer Experience and
brand impression. Saving money also became less of a
concern in 2013 versus 2012.
WHAT IS THE TOP PRIORITY OF YOUR COMPANY’S
LEADERSHIP REGARDING CUSTOMER EXPERIENCE
MANAGEMENT?
SAVE MONEY
SOLIDIFY BRAND REPUTATION
EFFECTIVENESS/PRODUCTIVITY
SHIFT CARE TO NEWER CHANNELS
13%
53%
29%
4%
IN WHICH EMERGING CHANNEL HAVE YOU SEEN THE MOST GROWTH?
SOCIAL 34%
MOBILE 48%
Not surprisingly, the areas of Mobile Care and Social Care experienced the most
growth in 2013. Mobile Care led the way with 48%, followed closely by Social
Care with 34%.
INTERACTIVE 18%
However, when participants were asked which channel they felt their customers preferred to use to engage their brand,
the picture shifted dramatically. Mobile Care got a nod from only 9% of participants, while Social Care received even
less recognition at 7%. Traditional Care, on the other hand, reigned supreme at 75%. These opinions make sense to
a great degree. As mentioned earlier in this report, the Connected Consumer Benchmark Study found that 73% of
consumers contacted a brand via the Traditional Care channel (phone). And while traditional care channels remain
popular among consumers, 48% also used online chat, 24% used a mobile app and 41% either visited or posted to a
brand’s social media page. Together, these findings show that the best, most efficient approach is a blended approach.
WHICH CHANNEL DO YOU FEEL YOUR CUSTOMERS PREFER TO USE?
9% Interactive
9% Mobile
7% Social
75% Traditional
24

27. PROGRAM MANAGEMENT
STRATEGY
WHAT FACTOR DO YOU BELIEVE DRIVES BRAND LOYALTY?
20% Other
36% Personalization
38% Ease of Use
7% Immediacy
Another key finding of the Connected Consumer Benchmark Study was
the strong relationship between the age of consumers and their channel
preference when seeking customer care. Therefore it was reassuring to
see that such a high percentage of participants (84%) take age into
account when developing their care strategies.
Staffing of customer care teams also appeared to be relatively stable
with only 27% of participants indicating any sort of change in the past
five years. The change that did occur was a precise 50/50 split between
insourcing/outsourcing maneuvers. But change is likely on the way,
with 22% of respondents indicating a planned shift in their customer
care setup.
HAS YOUR CUSTOMER CARE TEAM BEEN STAFFED THE SAME
WAY IN THE PAST FIVE YEARS?
SAME (UNCHANGED)
73%
CHANGED FROM INTERNAL TO OUTSOURCED 13%
CHANGED FROM OUTSOURCED TO INTERNAL 13%
Since “Brand Reputation” ranked so high
in regards to the priorities of Customer
Experience leadership, asking about the
drivers of brand loyalty seemed entirely
apropos. Respondents felt “Ease of Use”
and “Personalization” were the biggest
factors in driving brand reputation. Contrary
to a variety of studies that indicate the
importance of responsiveness to consumers,
“Immediacy” ranked as the bottom driver of
brand reputation.
84%
OF RESPONDENTS SAY THE AGE OF
THEIR CUSTOMER BASE TIES INTO
ENGAGEMENT STRATEGY
DOES YOUR COMPANY HAVE PLANS TO SHIFT
CUSTOMER CARE FROM ITS EXISTING SETUP?
YES 22%
NO 67%
DO NOT KNOW 11%
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28. PROGRAM MANAGEMENT
LEADERSHIP
While staffing changes in the ranks have been held to
a minimum, changes at the top have been moderate
to heavy with 47% of study participants indicating that
there was a new customer care leadership role created
within the past 12 months, slightly outpacing the 2012
response rate of 41%
WHAT IS YOUR COMPANY’S HIGHEST PRIORITY WHEN
SELECTING A SOCIAL MEDIA TEAM LEADER?
COMFORT WITH SOCIAL MEDIA 41%
16%
KNOWLEDGE OF COMPANY
CUSTOMER CARE EXPERIENCE 43%
Slightly more than half (56%) of participants indicated
they needed more training and development on emerging
channels and the strategies to support them. While this
is a big improvement over the 70% of respondents that
indicated the same in 2012, it’s clear that there is still an
enormous need for more and better training. This is further
reinforced by the fact that 34% of Social Care programs still
don’t offer any sort of formalized social engagement training
to agents. Additionally, 64% of respondents indicated that
their company has worked with another brand in the past
to learn news way of managing the Customer Experience.
Collaboration is essential in such a transformative space.
When asked in an open-text question about where they’d
like more training, here are some of the terms that frequented
respondents’ answers:
HAS YOUR COMPANY CREATED ANY NEW CUSTOMER
CARE LEADERSHIP ROLES WITHIN THE LAST YEAR?
YES 47%
NO 51%
DO NOT KNOW 2%
When it comes to hiring leadership specifically for the
area of Social Care, organizations are in search of
individuals with equal parts customer care experience
and comfort with social media and emerging
technologies. Appropriately enough, respondents
indicated that company seniority had zero impact
when selecting the right leader for Social Care.
64%
56%
OF COMPANIES HAVE WORKED WITH ANOTHER BRAND TO LEARN
NEW WAYS OF CUSTOMER EXPERIENCE MANAGEMENT
OF RESPONDENS FEEL THEY NEED MORE TRAINING AND
DEVELOPMENT ON EMERGING CHANNELS AND STRATEGIES
26

29. COMMENTARY | PLANNING FOR SUCCESS IN A REDEFINED CONTACT CENTER
By Amrit Mehta
Director, Business Process – Customer Facing Activities
Customer and Relationship Services
General Motors Company
Technology is rapidly changing the customer experience landscape. Consumers
are using new and innovative channels to communicate with brands and
companies. They are better informed, better connected and have a greater
expectation of speed and satisfaction of issue resolution. To best serve this new
consumer, it is essential to challenge traditional views of the contact center.
In essence, there are three changing themes that every contact center should
embrace in its quest to succeed in this new landscape:
1.
From Cost-driven to Value-driven
The costs of not meeting customer expectations on a timely basis are growing. The
impact an inadequate service experience has on brand reputation and customer
retention can be significant. In this new reality, the quality of service that contact
centers deliver becomes even more critical to a brand’s success. In fact, contact
centers need to be viewed as an integral function supporting revenue generating
activities of the business. Unleashing this potential of contact centers requires
cross-functional collaboration and integration at an unprecedented level. Contact
centers must shift from a historical cost-driven mindset to one of value creation in
order for other parts of the organization to take notice.
2.
From Complaint Resolution to “Surprise Delight” Opportunities
Speed and quality of customer issue resolution are now the “price of entry” in the
contact center business. Contact center processes and tools have historically
been designed to minimize cost, expedite issue resolution and drive operational
efficiency. While still essential, they are not sufficient to achieve differentiation.
Successful brands are reengineering these processes in response to changing
consumer needs. Process redesign should focus on multi-channel integration
opportunities, data-driven decisions using 360 degree views of the consumer and
more empowerment to the front line. There are unifying themes customers expect
regardless of channel. Customer interactions should not be viewed as complaints
to be addressed, but as opportunities to surprise and delight the consumer.
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30. COMMENTARY | PLANNING FOR SUCCESS IN A REDEFINED CONTACT CENTER
3.
From Operational Metrics to Customer Experience Metrics
There are several operational metrics that are monitored as part of a well-functioning
center. Historically, emphasis has been placed on efficiency and cost metrics. While
this level of focus is necessary, every metric must be evaluated through the “lens” of
the customer. Analysis of performance and process adherence should prioritize those
metrics that ultimately impact the customer experience favorably. Brands win when
customers say they win.
Underlying these three themes is a foundational need to build a consumer-centric culture.
This cannot be underestimated. Culture underpins everything a contact center and its
employees do every day to serve customers. It shapes everyday behaviors, reward
and recognition programs and leadership styles to name just a few. Key is having a
well-defined set of mission and values that set cultural norms across multiple contact
center locations.
In closing, leaders of customer experience and contact center operations need to
embrace these themes within their teams. Recognizing and rewarding the right behaviors
is key. Ultimately, employee enthusiasm leads to customer enthusiasm!
Amrit Mehta is the director of Business Process within the Customer and Relationship Services function at
General Motors Company. Based in Detroit, Amrit is responsible for the strategic direction and leadership
of the customer facing business units of Customer Assistance, Social Media Care, Marketing Support,
Roadside Assistance and the Business Resource Center. He manages customer facing processes,
work flow, and achieving customer experience and performance commitments. Prior to his current
assignment, Amrit was Director, Strategy and Business Transformation for GM Canada. In that role, Amrit
led the formulation and implementation of GM Canada’s strategic business plan across Sales, Marketing,
Aftersales, and IT. As a member of GM’s Canadian Executive Committee, he successfully championed
several key strategic initiatives such as Enterprise Analytics, Enterprise CRM, and Connected Customer
Strategy.
Amrit is a proven leader with deep cross-functional experience in product marketing, brand management,
customer experience, Sales and Network Management, and Remarketing. Amrit has a Bachelor’s Degree in
Mechanical Engineering (India), a Master’s in Business Administration (UK) and recently earned a Certified
Management Accounting (CMA) designation in Canada. He has lived and worked in India, UAE, UK,
Canada and USA.
Amrit is an alumnus of the Governor General’s Canadian Leadership Conference (2008), and serves on the
board of The CHARGE Syndrome Foundation.
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31. About Execs in the Know
For over a decade, Execs in the Know has built a reputation of excellence in the Customer
Experience Industry and a worldwide community of over 40,000 customer experience professionals.
They advocate excellence in the Customer Experience which is only possible through knowledge,
drive and the power of people. You will find these people in the Execs in the Know Community.
Execs in the Know connects people to great industry content, thought leadership, current industry
development, peer to peer collaboration, networking and industry employment opportunities. The
Customer Response Summit, Blog Talk Radio, Industry Benchmarking and blogs are a few of the
ways that Customer Experience leaders take advantage of the knowledge and power in the Execs in
the Know Community.
For more information, visit ExecsInTheKnow.com
About Digital Roots
Digital Roots is changing the game of customer relationship management in social media with
proprietary software and a simple objective — to help brands establish roots in a digital world.
We position brands wherever customers communicate online so they can build relationships and
improve business results. Our dedication to innovation and excellence is reflected in everything we
do, from our customized products to our end-to-end program management.
We aim to connect relevant brands with their customers and prospects, whenever and wherever they
are talking online.
For more information, visit DigitalRoots.com.
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