Have you seen The Customer Experience Factbook?

In this 180+ page report, you'll find all the information and support you need to build a profitable, effective CX Improvement Program that spans every part of your business. You'll be able to implement and manage meaningful and profitable change, and grow your bottom line despite a slowing economy.

Get it on Amazon (Kindle/Print)

Employee experiences directly impact customer experiences

But very few companies try to improve employee satisfaction

This research comes as the American Customer Satisfaction Index is at its lowest point since 2005, and citizen satisfaction with federal government services is at its lowest point since 2015.

The Eagle Hill Consulting Employee Experience Survey 2021 was conducted by Ipsos in January, 2021, and it included 1,003 respondents from a random sample of employees across the US on a range of employee experience aspects, including technology, diversity, employee engagement and customer service.

The research also found that:

• Employees surveyed indicate that their organizations both weighted customer experience as more important to delivering the organizational mission (57 percent) and took greater action to improve customer experience (55 percent) than say their organization considered employee experience more important (27 percent) and took greater action to improve it (25 percent).
• A majority of respondents agree that their feelings about their day-to-day work experience-negative or positive-impact their productivity (70 percent) and their ability to do meaningful work (69 percent).
• Dissatisfied employees are more than three times more likely than satisfied ones (31 percent compared to 10 percent) to say their feelings about day-to-day work experience negatively impact their productivity, and more than two times more likely (21 percent compared to nine percent) to say their feelings negatively impact their ability to serve customers.
• Dissatisfied employees say they are more than two and a half times more likely (13 percent compared to five percent) to say they do not provide excellent customer service; and twice as likely (nine percent compared to five percent) to say they do not deliver quality outcomes.
• 95 percent of respondents agree that they deliver quality outcomes, while 94 percent agree they provide excellent customer service and are productive at work. But employees feel much less confident in their teammates' abilities and performance, with 19 percent saying that having to do the work of underperforming colleagues is their top source of frustration at work.
• When asked about the factors valued most at work, respondents were more likely to rank individualistic factors in the top two than they were to rank factors related to teamwork. For example, 41 percent rated work-life balance as a top-two factor, followed by purposeful work (32 percent) and productive work (30 percent). In contrast, only 12 percent of respondents ranked authentic relationships with team members and team collaboration among their top two most valued factors at work.
• A full quarter of respondents (25 percent) disagree that they feel connected to their colleagues.
• Less than half of employees (41 percent) believe their manager/supervisor demonstrates care/concern about their interactions and relationships with team members.
• Employee attitudes on technology are mixed. While 67 percent say technology improves their ability to serve customers, 22 percent say technology actually makes it harder for them to do their work. Overall, more than one third of respondents (35 percent) say technology frustrates them.

"The direct path to creating a high quality customer experience is improving the employee experience," says Melissa Jezior, president and chief executive officer of Eagle Hill Consulting. "Companies can have terrific products, but customer experience will make or break customer loyalty. And even with the big tech investments organizations have made to improve customer experience-enhancing self-service options, enriching websites, and offering greater channel flexibility-it cannot replace the human relationships that are at the core of customer experience. The bottom line: happy employees lead to happy customers."

Have you seen The Customer Experience Factbook?

In this 180+ page report, you'll find all the information and support you need to build a profitable, effective CX Improvement Program that spans every part of your business.

You'll be able to implement and manage meaningful and profitable change, and grow your bottom line despite a slowing economy. Grab this goldmine of easily adaptable and up-to-date strategies, walk-throughs, trends, technologies, research, suppliers and partners, plus all the supporting arguments you need to build a solid CX strategy.

While most marketers could list maybe a dozen key points for improving their brand's Customer Experience (CX), the researchers and writers at The Marketing Factbook have identified FORTY main 'CX Keys' which will help you drive your customers to new levels of delight, loyalty, advocacy and profitability.

The areas in which customers have direct contact with your organization are perhaps the most obvious places in which CX improvements can be made, and this report addresses all 24 of these 'Direct CX Keys', applicable to offline and online businesses alike.

At the same time there are many other areas that indirectly affect CX (such as the supply chain, policies and processes) in which every business can make simple but far-reaching improvements. This report guides you through the problems and solutions for all 16 of these 'Indirect CX Keys', many of which are often forgotten or under-played even in the best CX strategies.

Get it on Amazon (Kindle/Print)