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Measurable Impact

Since implementing text mining and CEM, we have incorporated 21 product lines into our survey program. Hundreds of thousands of verbatim responses have been analyzed. The positive impact is far-reaching. The insight we receive from our customers allows us to develop short-term plans to maximize our "wins" and longer-term plans to address the "pain points."

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Because text mining avails our product general managers to real-time customer intelligence, it serves as a valuable, early warning system to identify burgeoning concerns and address issues (such as software bugs and customer service issues) before they reach a broader base of customers. This ability helps us keep small problems from growing—avoiding potential damage to our reputation for quality among customers, as well as the costs of dealing with large-scale support issues.

Not only does our expanded Customer Relationship Program enable Sage North America to make short-term corrections or enhancements, it also provides guidance to our general managers so that they can develop well-founded, longer-term strategic plans. Our product general managers use our "Category Influencer Report" rankings—leveraging the business intelligence harvested via text mining and CEM—to assist them in the development of their annual action plans.

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With our new integrated capabilities, the Category Influencer Report automatically ranks customer issues based on volume of comments in a category, NPS score and customer sentiment of all Sage products such as Peachtree by Sage, ACT! by Sage, and Sage SalesLogix. The report illustrates the categories that have the most positive and negative impact on our customers' experience, and the intelligence can be filtered by key customer metrics.

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Our general managers can use the Category Influencer Report to see the NPS scores and drill down into the drivers behind the promoter/detractor rankings. As a result, they can call new high-value customers to engage them early in their lifecycle and influence a more positive experience—resulting in NPS scores for those customers that are 300-percent higher than for our entire customer base. Plus, the general managers can follow up with detractors to address their qualitative comments with a quick and focused response. For some of our brands, we have experienced a 30 percent success rate of using the Category Influencer Report to convert detractors to promoters.

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Implementing CEM and text mining has enabled us to expand our Customer Relationship Program in a variety of valuable ways. We have been able to identify best practices that could be replicated across all of our brands, and we are now even using NPS to assess our customers' experience with not only our products but also all of the portals they visit at our web site. Our Customer Relationship Program—now enhanced with CEM and text mining—is growing steadily more integral to how Sage North America operates.

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Creating a Competitive Gap

Customer experience is the gap that industry leaders are exploiting to distance themselves from their competition.

For "The Customer Experience Index, 2008," Forrester asked 4,564 U.S. consumers about the usefulness, ease of use and enjoyment of their experiences with 113 companies across 12 industries. Only 11 percent of the companies received an "excellent" rating among the 4,564 consumers surveyed; 38 percent were rated "poor" or "very poor." In a March 2008 report, "The Business Impact Of Customer Experience," Bruce D. Temkin wrote, .".. Our analysis shows that good customer experience correlates highly to loyalty—especially when it comes to consumers' plans for making additional purchases. When we examined how this might affect the annual revenue of individual companies, we found that customer experience quality could cause a swing of $242 million for a large bank and $184 million for a large retailer ..."