Beruflich Dokumente
Kultur Dokumente
We have been delivering respected market intelligence for more than 30 years for private and public sector
organisations across a vast range of industries and are the market research partner of choice for organisations
including Haymarket, Northern Gas Networks, Jaguar Land Rover, Radian, Skanska, Honda and more.
What we do
� Stakeholder Research
Respondents were asked to provide customer satisfaction, customer effort and employee engagement ratings, as
well as answer questions about loyalty and recommendation intentions relating to their interactions with different
service providers and their employers.
Welcome to our first UK Customer Satisfaction Benchmark Report
Our report offers unique insight into customer satisfaction in your sector, allowing you to gauge your performance
and how customer and employee priorities are changing.
Based on the results of a monthly online survey of UK consumers, our benchmarking data delivers understanding of
the main drivers and inhibitors of customer satisfaction and employee engagement in 12 sectors.
Results of our inaugural survey show that at the beginning of June 2018, the UK customer satisfaction score was 7.6
(out of 10), 0.2 points lower than in June 2017 (7.8). Although customer satisfaction remained relatively stable during
the 12 months, seasonal fluctuations occurred around December and January. Customer satisfaction peaked at the
end of March this year with a score of 8.2 before falling away slightly to 7.6 in June [fig 1].
High levels of satisfaction with online shopping, as evidenced in this report, indicate that e-commerce retailers are
raising the bar on customer experience. Having set a precedent of choice, rapid delivery and attentive customer care,
consumers are coming to expect similar service from whichever organisation they approach - whether arranging
a car service at a local garage or querying their mobile phone bill. Meeting customers’ increasing expectations of
service quality means organisations need to prioritise business strategies that put their customers front and centre.
For organisations focused on nurturing staff engagement the benefits are far reaching, including improved
motivation, productivity and a workforce committed to delivering great customer service, all supporting long-term
growth and profitability.
Glyn Luckett
Commercial Director
TTi Global Research
Get in touch:
gluckett@tti-global.com
Findings from our benchmarking survey reveal that UK customer satisfaction fell slightly in the 12
months until June 2018 with a score of 7.6 (out of 10), 0.2 points lower than in June 2017 (7.8).
Customer satisfaction remained relatively stable during the 12 months. Seasonal fluctuations occurred in the build-
up to and following the busy December shopping period as the volume of customer interactions with retailers and
after-sales functions increased.
Satisfaction fell to its lowest point in November 2017 (7.4) before rising steadily throughout December, January and
February and peaking in March 2018 (8.2). From March this year customer satisfaction decreased slightly to 7.6.
8.4
8.20
8.2 8.02
7.98
7.94
8.0 7.81 7.82
7.74
7.8 7.64
7.58
7.47 7.45 YTD mean
7.6 7.43
satisfaction score 7.77
7.4
7.2
7.0
June July August September October November December January February March April May
8.72
9.0
8.21 8.21
8.5 8.04 8.01
7.0
7.36 7.33
7.27
6.5
6.82
6.0 6.67
5.5 6.05
5.0
5.38
4.5
4.0
n
es
s
s
e
es
es
e
il
er
s
il
m
nt
nc
io
ur
in
ta
m
ta
l
iti
al
th
Sa
co
ut
ra
rl
Re
is
ra
co
Re
rs
til
O
Ai
Le
ib
au
le
su
e
le
U
te
e
iv
tr
Te
Te
in
st
&
In
Af
ot
is
Re
nl
el
D
&
om
e
ile
O
ot
iv
ob
ot
in
t
H
Au
m
M
nk
to
Ba
Au
The dominance of e-commerce giant Amazon stems from its unrelenting obsession with solving customer problems.
Every aspect is designed to delight, from 1-click purchasing and free same and next day delivery, to anticipating what
customers want with personalised product recommendations.
Since de-regulation UK Telecoms has become one of the most crowded marketplaces in Europe. As well as enticing
customers with competitive phone, broadband and mobile deals, operators are extending their offering again with
access to TV and film content. Differentiating with excellent customer service will enable operators to set themselves
apart from competitors whilst also improving customer satisfaction and loyalty metrics.
Similarly, as Distribution becomes increasingly competitive fuelled by the explosion in online shopping, organisations
ability to differentiate with compelling customer service will help bolster take-up and long-term viability.
Sectors with the highest customer effort score in the 12 months to June this year were Automotive
Sales with 7.1 (out of 10), followed by Telecoms with 7.0 and Utilities and Mobile Telecoms with 6.5.
Sectors with the lowest customer effort score were Restaurants with 4.9, Online Retail with 5.6 and Hotel and Leisure
with 5.7.
7.5
HIGH
7.0
6.46 6.47
6.28 6.23 6.21
7.08
6.5 6.98
5.85 5.86
CUSTOMER EFFORT
5.70
6.0 5.60
YTD mean
5.5 score 6.13
4.93
5.0
4.5
LOW
4.0
3.5
s
e
es
es
ne
il
s
s
e
il
nt
ur
le
m
ta
m
nc
io
ta
iti
al
rli
ra
Sa
Re
co
is
ut
co
Re
ra
rs
til
Ai
Le
au
ib
le
le
U
te
su
e
e
iv
tr
Te
Te
in
st
&
Af
In
ot
is
Re
nl
el
ile
e
D
&
m
O
ot
iv
ob
to
g
ot
H
in
Au
m
M
nk
to
Ba
Au
Hotel and Leisure required the least customer effort in terms of phone contact with a score of 7.0
8.62
HIGH
9
8.18
7.90 8.00
7.73 7.75
8
7.21
7.00
CUSTOMER EFFORT
5
LOW
3
Hotel & Leisure Telecoms Utilities Supermarkets Banking Online Retail Retail Insurance
9.35
10
HIGH
8.25
8.08
8.00
7.83
7.71
9
7.57
8
6.54
6.47
6.40
6.33
6.25
5.91
7
5.60
5.50
CUSTOMER EFFORT
5.38
5.00
6
4.67
4.43
4.21
4.18
4.00
5
2
LOW
n
s
s
e
s
ce
g
ts
l
l
ne
nt
io
m
i
tie
i
ur
in
ta
ta
ke
an
ut
ra
co
rli
nk
is
Re
i
Re
til
ar
ib
ur
u
Le
Ai
le
Ba
U
ta
rm
e
tr
Te
s
in
&
In
s
is
Re
pe
nl
D
el
O
ot
Su
H
YTD M9 YTD
BT received the highest rating for customer effort with a score of 7.8, followed closely by Sky with a score of 7.6.
9
7.60 7.75
8 7.30
6.75 6.79 6.86 6.87
6.48 6.62
7
5.85 5.87 5.89 6.00
6 5.50
5.28
5
3.83
4
0
ia
's
o
is
on
AA
er
da
as
lk
S
y
di
sc
BT
ry
os
ed
go
w
Sk
Ta
w
&
Al
az
G
As
Te
bu
Le
tr
M
Ar
Po
M
lk
sh
Am
ai
ns
hn
Ta
in
sh
iti
i
rg
Sa
Jo
Br
tti
Vi
o
Sc
Our results show the strong correlation between Customer Effort and Customer Satisfaction scores. As the graph on
the following page illustrates, the more effort a customer needs to put in to get a problem solved or use a service,
the less satisfaction they feel.
Companies with the highest satisfaction and lowest effort ratings, such as John Lewis & Partners, M&S and Amazon
are well-known for fashioning simple, low-effort shopping experiences. On the flip-side, Telecoms providers, who
market complex and increasingly diverse offerings, face pressure from regulator Ofcom to improve customer service
quality, making ‘consistency and excellence’ the norm.
9.87
10
9.22
8.75
8.75
8.58
9
8.32
8.34
8.13
7.90
7.80
7.75
7.60
8
7.30
7.24
6.86
6.87
6.79
6.75
6.62
7
6.48
6.20
6.00
5.90
5.89
5.85
5.87
6
5.50
5.28
5.05
4.92
4.84
5
3.83
y
s
er
BT
o
da
AA
e
as
di
s
on
lk
ia
r
Sk
is
y'
os
go
sc
ce
w
Al
Ta
w
ed
G
ur
As
az
Te
tr
en
Po
Ar
Le
sh
lk
sb
M
ai
Am
Sp
Ta
hn
iti
h
in
W
in
tis
Br
Sa
rg
&
Jo
ot
Vi
ks
Sc
ar
M
Making customers jump through hoops to get what they want, whether asking a quick post-
purchase query or switching provider, is a sure-fire way to reduce customer satisfaction.
Hotel and Leisure and Online Retail brands’ customer service strategies centre on making customer lives’ easier, but
for Insurance, Utilities and Telecoms providers - whose products and services stem from necessity rather than desire
- what constitutes the ideal customer experience is still evolving.
To keep pace with customer requirements and digital disruptors, many have adopted omni-channel customer
strategies. For large, process-reliant companies, such as energy, water, mobile and insurance providers, this has
brought a raft of fresh challenges, including honing a consistent experience across multiple channels, streamlining
fragmented systems and implementing skilled customer contact teams and technologies.
Navigating these processes from a customer perspective will identify pain points which raise customer effort. For
example, customers needing to call about a problem more than once or having to repeat information. It will also
highlight where low-effort paths, such as self-service options, can be used or refined to deliver a smooth end-user
experience.
Whether it comes from a friend or a five-star online review, customer recommendation is the
life-blood of any thriving business. As well as signifying customer loyalty and strong re-purchase
intention, positive reviews drive new customers and spark growth.
Online Retail scored the highest for customer recommendation with a score of 8.8, followed by Retail with 8.3 and
Automotive Aftersales and Supermarkets with 8.2.
On a one to ten scale, Distribution scored the lowest for customer recommendation with a score of 5.6, tailed by
Telecoms with a score of 6.0.
Figure 8 - How likely are you to recommend a company to a friend?
HIGH
9
7.84 7.81
8 7.30 8.75 7.31
6.93 6.96
8.24 6.62 8.31
8.15
LIKELINESS TO RECOMMEND
7
5.97
5.62
6
3
LOW
2
e
n
es
ts
s
il
s
s
s
es
s
ne
il
ur
ce
io
le
m
ta
nt
m
ta
ke
iti
al
Sa
rli
ut
Re
co
is
ra
vi
co
Re
til
ar
rs
Le
Ai
er
ib
au
le
le
U
e
rm
te
e
tr
lS
iv
Te
Te
in
&
st
Af
is
ot
pe
ia
nl
Re
el
D
ile
m
e
nc
O
ot
Su
iv
ob
to
na
H
ot
Au
M
m
Fi
to
Au
Online Retail and Supermarkets came top, attracting scores of 9.0 and 8.6, respectively.
Figure 9 - How likely are you to repurchase from or use this organisation again?
HIGH
9
7.92 8.04
7.74
8 7.43 8.97
7.22 7.13
8.53 8.59
8.25 6.73
7
LIKELINESS TO REPURCHASE
6.18
6.05
3
LOW
2
n
es
es
e
ts
s
il
s
s
s
e
il
ce
io
n
le
om
ta
nt
om
ur
ta
ke
iti
al
rli
Sa
ut
Re
ra
vi
is
Re
rs
til
ar
Ai
ec
c
r
ib
Le
au
le
U
te
Se
e
rm
e
l
tr
iv
Te
Te
in
Af
st
&
is
ot
pe
ia
nl
Re
D
el
e
ile
m
nc
O
iv
Su
ot
ob
to
ot
na
H
Au
m
M
Fi
to
Au
UK companies who received the highest customer satisfaction scores were John Lewis & Partners with a score of 9.9
(out of 10), Waitrose & Partners with a score of 9.2, and Amazon with 8.8.
Companies rated lowest for customer satisfaction were Virgin Media (4.8), TalkTalk (4.9) and BT (5.1).
9.89
10
9.22
8.75 8.75
8.58
9
8.34 8.32
8.13
7.90 7.80
YTD mean
8 satisfaction score 7.77
7.24
HIGH
7
6.20
5.90
LIKELINESS TO RECOMMEND
5.05
4.92 4.84
5
4
LOW
0
's
er
y
i
a
s
o
r
is
as
a
e
AA
d
k
BT
ce
Sk
go
d
ry
sc
i
os
o
w
al
Al
ed
w
G
As
az
en
bu
Le
Te
kT
Ar
Po
tr
M
h
Am
ai
Sp
is
l
ns
hn
Ta
sh
in
W
it
i
Br
&
rg
Sa
Jo
tti
Vi
ks
o
Sc
ar
M
Unlike delivering products, Telecoms and Mobile Telecoms deliver services, services which we all rely on, so that
when an issue arises, customers are more likely to notice and complain. As the Telecoms sector has evolved, so too
has its offerings. Alongside fixed-line operations, providers offer broadband, mobile and digital TV packages along
with equipment and installation services. Add managing customer data, billing, upgrades and switching supplier into
the mix, and the frequency and volume of customer service errors rises exponentially.
Making great customer experience the norm in a complex multi-functional business requires getting to know
customers’ needs at each point of connection. Gathering regular feedback from customers with first-hand
experience of call centre and self-service functions, such as web, chat and e-mail, will expose the service gaps putting
dents in customer experience quality.
Online Retail and Retail achieved the highest customer satisfaction scores over the 12 months with
respective scores of 8.7 and 8.2 [fig 2].
The highest scoring retailer was John Lewis & Partners with 9.9 (out of 10), followed by Ikea with 9.7. Online retailer
ASOS was the third highest with a score of 9.1.
The lowest scoring company was electrical retailer Currys with a customer satisfaction score of 4.6, followed by
Littlewoods with 5.5 and Matalan with 6.0.
Figure 11 - Highest and lowest scoring companies for overall customer satisfaction
9.89
9.67
10
9.13 9.05
8.75 8.75
8.32
8.14
8 7.52 7.50
HIGH
6.33
6.00
6 5.50
CUSTOMER SATISFACTION
4.57
4
LOW
0
ds
ys
ry
on
an
r
S
a
ts
e
s
r
is
ay
se
ce
O
go
e
pl
Ve
oo
w
rr
o
al
az
Ik
eB
AS
a
Ap
Bo
en
Le
Cu
Ar
at
Fr
w
Am
Sp
le
hn
of
tt
&
Jo
se
Li
ks
ou
ar
H
M
0
Customer Delivery Ease of Returns Cost of product/ Online Payment
service contact process promotions presence
Delivery: 8.85
‘John Lewis & Partners’ - All 85,500 permanent staff are Partners with a stake in the business, fostering
ownership and a single ‘corporate conscience’
Innovating to enhance the buying experience, such as, providing Partners with apps to answer customer
queries effectively
John Lewis & Partners’ unswerving focus on the customer and its staff differentiates its brand from others,
giving competitive advantage in a challenging and competitive arena.
Telecoms and Mobile Telecoms were given the lowest customer satisfaction scores over the 12
months with respective scores of 6.1 and 6.7 [fig 2].
The highest scoring provider was Tesco Mobile with a customer satisfaction score of 9.3 (out of 10), followed by EE
with 7.5 and Plusnet with 6.3.
The lowest scoring provider was Vodafone with a customer satisfaction score of 3.5.
Figure 13 - Customer satisfaction by Telecoms/Mobile Telecoms company
9.25
HIGH
10
9
7.50
8
6.33
CUSTOMER SATISFACTION
7 5.90 5.75
5.05 4.92 4.84
6
5
3.50
4
1
LOW
0
Tesco Mobile EE Plusnet Sky O2 BT TalkTalk Virgin Media Vodafone
8.50
9
7.64
7.30
8
7 6.24
5.95
6
4.83
5
0
Upgrading your Making a Making account Ordering new Customer Reporting a
package/contract payment changes phone/ TV/ Broadband Service problem
Problems occur when customers need to take time out of their day to resolve seemingly simple issues. Keeping
customers waiting on hold or being unable to resolve a problem first time are primary reasons for customer loss,
complaints and negative online feedback, which can exacerbate reputational damage further. Whether down to a
training need or better communication about customer self-service channels, research can uncover the root cause of
dissatisfaction and improvement action needed.
Our benchmark results demonstrate the close link between customer satisfaction and customer loyalty. Although
different, their values are intrinsically linked – broadly speaking, the higher the customer satisfaction rating, the
higher the customer loyalty rating.
Sectors with the highest customer satisfaction and customer loyalty ratings are, in respective order, Online Retail
with 8.7 and 9.0 (out of 10), Retail with 8.2 and 8.5 and Automotive Aftersales with 8.2 and 8.3.
Sectors with the lowest customer satisfaction and customer loyalty ratings are Distribution with 5.4 and 6.1,
Telecoms with 6.1 and 6.2 and Mobile Telecoms with 6.7 and 6.7.
Figure 15 - Customer satisfaction (first figure) and customer loyalty (second figure) scores by sector
9.5
Online Retail
8.72 / 8.97
9.0
Retail
7.27 / 7.13
Utilities
6.5 Telecoms
Distribution
6.05 / 6.18
5.38 / 6.05
6.0
5.5
5.0
OVERALL SATISFACTION
Ask customers if they are loyal and what actions they would take to demonstrate this – purchase again in the future?
Recommend you to a friend or colleague? Also, measure what actions customers take to demonstrate loyalty, for
example, finding out where new customer referrals come from. It is also important to measure behaviours which
show active disloyalty, such as a drop in return customers or a rise in complaints or negative online comments.
Sentiment analysis gains deeper understanding of the quality of customer experience, identifying
customers’ motivations for contacting providers, how much effort they needed to put in to get their
issue resolved, and to what degree these interactions were positive or negative.
During the 12 months to June 2018, customers’ top reasons for contacting service providers were ‘ Customer Service’
(345), ‘Helpfulness of Staff’ (205) and ‘Problem Handling’ (150).
The more positive customers felt about the encounter with their provider, the higher the score.
Customer interactions relating to ‘Customer Experience’, ‘Customer Service’ and ‘Price Positioning’ were largely
positive with scores of 0.7 and above. Interactions relating to ‘Complaint Handling’ and ‘Timeliness of Resolution’
scored between 0.5 and 0.6.
Interactions relating to ‘Problem Handling’ and ‘Payments/Refunds’ scored between 0.3 and 0.4. The interaction with
the lowest score was ‘Billing Issues’ with a score of 0.3 and was mentioned by 1.8% of survey respondents.
To distil areas that impact customer satisfaction the most, our findings include verbatim customer comments.
Feedback where customer satisfaction was low include:
“Problem went on for “I was promised a refund, but “Had multiple issues including
almost two weeks.” it hasn’t been seen through poor customer service, problems
after a month.” with communication and having
to pay a bill I was told I would not
have to pay, twice!”
Customer interactions relating to ‘Website Access/Navigation’, ‘Online Ordering’ and ‘Customer Service’ were largely
positive with scores of 0.6 and higher. Interactions relating to ‘e-Mail and Communication’ and ‘Call Time and
Handling’ performed less well for customer effort, both receiving scores of 0.4.
The interaction with the lowest score for customer effort was ‘Problem Resolution’ with a score of 0.3 and was
mentioned by 5.9% of respondents.
Customer comments about the encounters which required them to work harder include:
“Constantly ignored all “I had to constantly phone and “Took too long to resolve
my e-mails.” argue for a better service.” the problem.”
Employees working in Telecoms, Banking and in the Airline sector are the most engaged.
Unlike measuring Employee Satisfaction, measuring Employee Engagement involves gauging the extent staff believe
in the organisation they work for, how it is run and what it stands for. It also discerns how staff talk about the
organisation outside of work and whether they would recommend it to people they know, either as a good service
provider or employer.
Why is this important? How engaged a workforce is impacts directly how customers feel about a brand. Unlike
satisfied employees, who are largely content in their role and with colleagues, engaged employees are enthused
about, and committed to pushing a company forward. They want to help the company achieve its aims and are
prepared to go the extra mile to fix customer problems, inspiring them to come back for more.
Our results show that Telecoms received the highest employee engagement score with 8.8 (out of 10), followed by
Banking & Financial Services and Airline, which each received a score 8.7.
Sectors with the lowest employee engagement scores were Utilities with a rating of 7.7, Restaurants with 7.8 and
Public Sector with 8.0.
Employee engagement fluctuates according to the unique and seasonal challenges staff face. Notably the
engagement score for Automotive fell to 6.5 in the nine-month data set, coinciding with the change in registration
plates and the last big push for car sales before the anticipated autumn slow-down.
Figure 18 - Employee engagement by sector: Taking into account all your experiences, how engaged are you with your job role?
10
4
e
vi &
s
e
ne
s
ts
es
r
ll
al
il
il
om
ur
iv
om
o
ra
ta
s
ta
er g
an
ic
rli
iti
ct
ot
ce
l S kin
is
ve
Re
Re
ed
ec
til
Se
Ai
c
r
Le
m
au
le
O
ia n
U
M
e
to
Te
Te
ic
nc Ba
&
st
in
Au
bl
Re
el
nl
ile
Pu
ot
O
ob
H
M
na
Fi
37% of Utilities and 38% Public Sector employees rate ‘Understanding what is required of you’ as their highest
engagement attribute.
Banking & Financial Services Working closely with your immediate team 33%
Utilities and Public Sector employees rated ‘Understanding what is required of you’ as their top engagement
attribute, indicating that letting staff know what they need to do and what is expected of them is important for
generating engagement. Affirming what an employee’s role involves and individual and group performance goals not
only sets out what they need to accomplish to receive their salary - and any performance-related bonuses, significant
in target-driven sectors - but encourages employee initiative in how they decide to reach those goals.
Clear direction with tasks is also a significant engagement factor for Telecoms employees. Providing clear, concise
instructions with duties lets employees know the precise steps they need to take to meet their responsibilities. It also
reduces confusion and raises process consistency, crucial when serving multiple customers across multiple channels.
Our results underline the link between employee engagement and customer satisfaction.
Our data suggests that because retail employees’ desire for choice over when and how they work is being met, staff
are engaged and happier in their role, resulting in better customer service and higher customer satisfaction scores.
Figure 20 - How satisfied were you with this service provider regarding their customer service?
0
Online Retail Distribution Retail Supermarkets Utilities Banking Airline Telecoms
Figure 21 - How satisfied were you with this service provider regarding ease of contact?
9.17 9.09
8.76 8.36
10
8 5.71
0
Utilities Telecoms Banking Insurance Retail
Figure 22 - Taking into account all your experiences, how engaged are you with your job role?
s
s
es
is &
co ile
ll
al
il
ct ic
iv
m
nt
Re line
ra
ta
ic l
ic
Le tel
rli
iti
Se bl
le b
ot
rv cia
n n
or
co
a
il
m
ur
ve
ed
Re
Te Mo
es
Fi nki
til
Ai
ta
Pu
ur
m
le
O
U
H
O
M
ta
to
Te
Ba
s
Au
Re
Bringing about a positive step-change in employee behaviour means staff are likely to stay, reducing churn, and
be more energised and productive in their service delivery, resulting in interactions that customers love and,
importantly, want to come back for.
Our findings reveal three core elements for memorable customer experience:
We hope you have found our report informative. For further details about our annual customer satisfaction
benchmarking report, or to find out how our customer research and analysis solutions can help overcome your
customer experience challenges, e-mail: research@tti-global.com
Sector Spotlight
Benchmarking Reports
Alongside this annual report we issue
regular spotlight customer satisfaction
benchmarking reports tracking customer
satisfaction and loyalty across a broad
range of UK sectors. Our statistics are
reported and referenced regularly by
government and other industry bodies,
including Ofgem, the government
regulator for the electricity and gas
markets in Great Britain and Ofcom, the
UK’s communications regulator.