General

When it comes to starting a customer experience (CX) program, the right vendor (and solution) can make all the difference. Choosing the right vendor for your CX program can be a critical decision, as it can have a significant impact on the outcome of your program. The right vendor will not only provide the necessary tools and technology, but also bring valuable expertise and experience to the table. They can help you identify your business’s specific CX needs, develop a tailored plan, and implement it successfully. 

With the right vendor, you can ensure that your CX program delivers the desired results and improves your customer satisfaction, loyalty, and revenue. When it comes to what type of CX solution you want to implement, there are two options to choose from: a full-service program or a self-service program. 

What Is a Full Service CX Solution?

A full-service CX solution refers to a CX partnership where the company that provides the platform manages all aspects of the technology (programming, analysis, change management, etc.)

This brand/CX vendor relationship is services driven, and a brand that purchases this type of solution can expect to have a dedicated team of experienced CX and technology experts to check in with regularly (sometimes as often as every week with additional calls if needed) to help the brand with every aspect of their CX program. A full-service CX vendor will help your team define strategy, implement the technology, train team members, craft surveys, import other customer data, design reporting dashboards, and beyond.  

What Is a Self-Service CX Solution?

A self-service CX vendor refers to a situation in which a person or persons within the purchasing organization are responsible for all aspects of the ongoing technology usage.

A brand purchasing a self-service CX solution can expect to have full control and autonomy in their CX initiatives. There is often a dedicated implementation team, but post implementation, there is more likely to be a helpline or contact the brand can reach out to in case of an error or if they’re in need of help.

Of course, there is a gray area between the two categories. A CX vendor that emphasizes true partnership will emphasize that customer experience is not one size fits all, and will therefore offer a blend of self-service and support-driven options to fit your needs. For example, a vendor may offer DIY survey tools alongside strategic insight sessions. 

Self-Service v. Full Service: How to Determine Which Is Right for You

A full-service program can be a great choice if you’re short on resources or if you want to outsource CX management to an expert team. With a full-service program, you’ll be able to fill in any gaps in resources or skill sets with the considerable expertise your full-service CX vendor has on staff. Your dedicated team will be infinitely familiar with your business, goals, and program.

A full-service CX solution will also help you to drive more long-term strategy for your program. Check-ins will help you to stay accountable to goals, and your vendor will be able to advise you on any challenges, as well as connect you with other CX professionals in your industry. 

On the other hand, a self-service program may be a better option if you have the expertise and resources to accomplish your CX goals in-house. With a self-service program, you can make changes to surveys or other initiatives in the middle of the night if you want to. 

Additionally, self-service programs can be more cost-effective in the long run, since you won’t be paying for the vendor’s management services.

Take Our Quiz and Get Started

Ultimately, the decision between a self-service and full-service CX program depends on a variety of factors, including the size of your organization, your budget, and your technical expertise. 

Click below to take the quiz and find out whether a self-service or full-service CX program is right for your business!

QUIZ

Self-Serve v. Full Service CX Program: How to Determine Which Is Right for You

Looking to choose a CX technology vendor? Here’s the first question you need to ask yourself: are you looking for a self-serve solution or a full-service solution? The answer will determine how much support your team receives, the expertise you have access to, where your team will spend their time, and more! On the fence about what’s right for you? This quiz will help you decide.

Take the Quiz

Forrester predicts that in the next year, one in five customer experience (CX) programs will disappear, but one in 10 will be stronger than ever. The pressure is on for all CX practitioners—but small CX teams are feeling the heat the most. But just because you have a small team doesn’t mean you can’t make a major impact.

In our over two decades of experience, we’ve worked with many small-but-mighty teams of around one to three people. And though it’s easy to feel overwhelmed when you have big obstacles but limited resources, we’re here to tell you success is possible—if you use your time wisely. 

That’s why it’s absolutely crucial to focus on CX strategies that help your organization get the most out of your program. What strategies will support CX success for your small team? Keep on reading to find out!

4 Strategies for Success With a Small CX Team

#1: Focus on Quick Wins

Much like baseball, customer experience is a game of singles. You can’t magically tackle every customer issue at once—especially with limited resources. Instead, you need to understand what most negatively impacts a specific customer journey and focus on solving that problem. Then line ‘em up, and knock ‘em down. 

For example, let’s say that your call center data shows customers frequently complain about the log in experience for their online account. Then you know you need to dig into the call transcripts and other available unstructured data to understand what about that experience is making such a negative impact on your customers. (Get a step-by-step guide on how to do this here.)

#2: Lock In Your Executive Champion

To get your CX program started, you likely needed an executive sponsor. But in order to have long-term impact, you need to maintain their support. 

This may be easier for the 53% of CX practitioners who say their executives want their firm to be a CX leader, but for the other 47% percent, making an exec-friendly business case is everything. Your team will need to craft a compelling story, leverage strong visuals, and prove tangible ROI to really knock it out of the park! 

#3: Sell Your Program Internally 

With your executive sponsor in place, now it’s time to sell the rest of your organization. Realistically, you won’t be able to get every employee to buy-in—that’s why you need to sell your program to key individuals that can help you to take action and influence other team members. 

How? You need to adopt a salesperson approach to your own program. Make it clear to team members in other departments exactly what they can gain from CX insights: optimized processes, access to data that can inform decision making, and wins of their own.

#4: Leverage Your CX Partner

Having a small CX team or even just one CX employee can mean that it’s hard to validate ideas or discuss new ones. In fact, four out of five CX teams will lack critical design, data, and journey skills. And that’s understandable when you have a small team—you can’t be absolutely everything for everyone. 

Luckily, you can lean on your CX partner as an extension of your team, especially if your vendor provides you with dedicated services and team members!

Your Next Steps

Now that you understand the four strategies for success, it’s time to make an actionable plan to turn those strategies into a reality. 

To get you started, we’ve put together a step-by-step checklist for your team. In it, you’ll find a manageable task list that will help you lay a strong foundation for each of these strategies, and there’s even an advanced checklist to take your success even further. 

Start proving the value of your small-but-mighty CX team today and download your CX strategy checklist below!

CHECKLIST

How to Craft a Max-Impact CX Strategy for a Small CX Team

Having a small CX team doesn’t mean you can’t make a big difference. What it does mean is that you have to use your time wisely! Download this checklist for step-by-step instructions on how to realize four strategies designed specifically for CX teams like yours.

Download Checklist

It’s Time to Level Up

For your small CX team, every second counts. You simply don’t have time to waste with a vendor that doesn’t work for you or understand what makes your business different. 

At InMoment, we don’t believe in one-size-fits-all solutions or set-and-forget programs. Our award-winning technology is built to integrate into your existing tech stack and align to your business goals. And our expert services? Your dedicated team is with you every step of the way. You are always able to reach out to an expert who is intimately familiar with your program—not merely dial a 1-800 help center.

That’s why InMoment customers give us 4.9/5.0 Stars and a 100 “Would Recommend” User Rating.

Want to learn how InMoment can help you maximize your CX strategy? Let us show you!

In today’s highly competitive business landscape, delivering exceptional customer experience (CX) is essential for any organization to remain relevant and successful. However, many businesses struggle to find success with their CX program because of  organizational silos. 

What Are Organizational Silos?

The term “organizational silos” refers to the condition in which different teams or departments within a company operate in complete isolation from one another. This isolation hinders overall collaboration and the sharing of information and data, making it almost impossible to execute on a business-wide initiative that requires the buy-in from multiple teams across the organization.

How Do Organizational Silos Impact the Customer Experience?

This challenge likely sounds familiar to CX professionals. After all, a successful CX program needs to be able to collect data across channels and touchpoints, pinpoint friction points wherever they exist, and then take swift action.That simply cannot happen with silos in place, and that’s why organizational silos can have such a significant negative impact on the customer experience—they make it essentially impossible to improve experiences. 

Wondering if organizational silos could be at the root of your CX challenges? Today, we’ll explore the symptoms of CX silos within an organization and why breaking them down is crucial for achieving your CX goals. We’ll also provide practical tips and strategies for bridging these silos and fostering a customer-centric culture within your business.

The Symptoms of Organizational Silos

Organizational silos refer to the situation where different teams or departments within a company operate in isolation from one another, hindering collaboration and the sharing of information. This can have a significant impact on the quality of the customer experience delivered by the organization. But how do you know if your company is suffering from silos that are negatively affecting the customer experience? Here are some signs to look out for:

Executive Level:

• Lack of Organizational Efficiency 
• Misaligned Resources
• Competing Organizational Objectives
• Ineffective Process

CX Specific:

• Consumer Data Silos
• Limited Insights
• Duplicative Efforts
• Feedback Disarray 

If any of these signs resonate with you, it may be time to take a closer look at the silos within your organization and take steps to break them down. In the next section, we’ll discuss the impact that silos can have on the customer experience and why it’s crucial to address them.

The Negative Impact of Organizational Silos

Silos within an organization can have far-reaching consequences if left unaddressed. The negative impact can be felt across the entire organization, from customers to employees to the bottom line. Here are some potential outcomes of silos:

Customer Churn:

• When different departments are not aligned on the customer experience, it can lead to a disjointed experience for the customer. This can result in frustration and dissatisfaction, leading to churn and lost revenue.
• Customers may seek out competitors who can provide a more seamless experience.

Employee Turnover:

• When teams are working in silos, it can lead to a lack of collaboration and communication, making it difficult for employees to work together effectively. This can result in a negative work environment and a lack of motivation among employees.
• Frustrated employees may look for opportunities elsewhere, resulting in high turnover and the loss of valuable talent.

Excessive Costs:

• Duplicative efforts and inefficiencies can result in excessive costs, both in terms of time and resources.
• Teams may be spending time and money on initiatives that are not aligned with company goals or customer needs. This can have a negative impact on the bottom line, with costs eating into profits.

In order to avoid these negative outcomes, it’s essential to address organizational silos and foster a culture of collaboration and communication. 

So, What Is the Prescription for Organizational Silos?

You know the symptoms of organizational silos, and what the negative effects may be. But what are your next steps going to be?

In our over 45 years of experience, we have helped organizations of all sizes break down organizational silos. As a matter of fact, we have developed a 3-step organizational silo treatment plan to help you do just that. 
Join two of InMoment’s brightest minds, VP of Customer Success Will Huffman and Manager of Program Excellence Angela Zieres as they walk you through our 3 step treatment plan that won’t just improve your CX program, but it will also improve your business!  Watch it here!

WORKSHEET

Discover Your Customer Experience

 A Guided Exercise to Help You Understand the Current State of CX at Your Organization

So, you’ve been charged with leading a company-wide CX initiative. But where do you even start? Likely, customer experience efforts are already being made in different pockets of your organization, but it’s up to you to break down the silos and connect the dots. This worksheet will guide you through an exercise to do just that!

Download Worksheet

Welcome back to the XI Café Podcast! In order to continue Experience Improvement, the XI Café Podcast was created so that CX program owners around the world could join the conversation and learn from global businesses and industry experts about the latest experience improvement innovations in technology and research services, industry and market expertise, and customer (CX) and employee (EX) engagement best practices.

In the latest episode of the XI Café Podcast, we interviewed Marina Strbac, who leads the Membership Experience Team at the New Zealand Automobile Association (NZAA). Marina is a people-focused, data-informed professional with a passion for customer-centric marketing. 

Here are some of the questions and answers we covered:

Q: What is the structure of the membership experience team at NZAA?

A: Marina leads a small team of four diverse humans from vastly different backgrounds—UX/UI design, math, and marketing all combined together to create optimized experiences for NZAA members. When it came to pitching and embedding an insights-to-action VoC program, the whole team worked together to implement an experience improvement program that would eventually support 1 million+ New Zealanders! 

Q: How did you get the NZAA Voice of Customer Program off the ground and what were the bumps on the way?

A: The team leveraged all their skill sets and adapted as they progressed.

The initiative changed as business circumstances changed. Originally, the team aimed to set up a company-wide VoC program, and eventually, the team pivoted toward a membership-only, journey focused VoC program that was approved by the wider business. Three months later, the program went live! 

Q: You now have a VoC program in place with a large volume of data flowing in. Marketers are somewhat overwhelmed with the vast array of data points already available (website, emails,…) how do you integrate VoC data for marketing purposes?

A: From Marina’s perspective, there’s no need to be overwhelmed by data—instead, ask yourself a few questions. Which insights/data points matter the most? Why do they matter the most? Qualify both of these against your business strategy and business goals. Take your own perception out of it, and instead re-focus on the wider business strategy. 

Once you have the answers, data and insights are pretty straightforward. Measure the baseline of the data points you’re interested in, set up a test and learn matrix, and keep going with reiteration— remove things that don’t work, and keep those that do. Remember that context is important, so do what you can to be data and insight INFORMED, not merely data driven.

In practice, NZAA identified that the “onboarding” member journey was important to track. The team knew engagement was dropping—and with membership retention as a key metric for the business, this was an important challenge to tackle. There were a lot of hypotheses from different people in the business, but ultimately the team needed to understand the “why” behind the onboarding challenge. With that in mind, the team pushed beyond open rates and click through rates, and set key metrics for customer intelligence. NPS, CSAT, and sentiment measures were set and with verbatims on top, understanding the WHY behind engagement drop became easier. Now, the team has the business data overlaid with VoC data, and they can see a fuller picture—they learned it’s a whole lot more complex than the original hypothesis. Through a test-and-learn approach, the membership team is driving optimisations based around justified prioritization.

Q: What was the “aha” moment that made you realise the potential of adding customer data to your marketing decision making process?

A: With 15+ years of experience, and over ten years in direct-to-customer, Marina has always integrated insights into communications and campaigns, and she acknowledges that customer data points at our disposal have evolved. You now need to overlay business data, operational data, and customer insights to get a full picture. The entire business capability needs to be lifted to enable customer centric marketing endeavors. Marketers need propensity models, a well-oiled marketing automation platform, and prioritized test-and-learn matrics just to name a few. As a marketer, you can’t build these alone. 

The aha moments happen when you’re working with other parts of the business, connecting the dots and asking questions like, “is it correlation or causation?” With a focus on customer actions and the passion for creating better experiences, you’ll constantly have those ‘aha’ moments. Curiosity tangents should be encouraged as that is usually where the magic happens.

Q: How are you planning to further grow your VoC program to improve the effectiveness of your marketing?

A: Next up for NZAA is strategic customer journey mapping! The business will identify key pain points and validate these with operational data. Of course, all different business units will have varying opinions, but NZAA will use business and VoC data to validate these. 

Where to Find the XI Café Podcast

You can listen to the podcast on Spotify, Amazon Music, and Apple Podcasts. But, if you are eager to jump right in then you can click the play button below to start listening to this week’s episode!

More of a visual person? No worries. You can also find the video recordings off the XI Café Podcast on our YouTube channel!

Welcome back to the XI Café Podcast! In order to continue Experience Improvement, the XI Café Podcast was created so that CX program owners around the world could join the conversation and learn from global businesses and industry experts about the latest experience improvement innovations in technology and research services, industry and market expertise, and customer (CX) and employee (EX) engagement best practices.

In this episode of the XI Café Podcast, we’re talking to State Revenue Office Victoria (SRO) Customer Experience Manager, Desmond Strydom. Desmond has over a decade of experience in this field, and in his current role, he has spearheaded and launched the VoC program at SRO. Desmond will talk about the SRO journey of launching a new VoC program, gaining support from leadership, and some of the early success stories the team has seen.

Where to Find the XI Café Podcast

You can listen to the podcast on Spotify, Amazon Music, and Apple Podcasts. But, if you are eager to jump right in then you can click the play button below to start listening to this week’s episode!

We’ve evaluated the pros and cons of primary reporting locations for the customer experience (CX) function and ideal CX leader qualities in previous articles, “Where Should CX Live Within An Organization?” and “Does Who’s Driving the CX Bus Make a Difference?”

It’s now time to discuss the organizational elements that are necessary for CX to thrive in an organization (regardless of the reporting structure your organization chooses or the characteristics of the person leading the CX function).

We utilize a continuous improvement framework with our clients that starts with the principle of “design with the end in mind.” This means achieving one or more of the four key economic pillars: acquiring more customers, keeping more customers (reducing churn), growing lifetime customer value (CLV), or reducing cost to serve.

The Five Stages of the Continuous Improvement Framework:

Stage #1: Design

Clearly design an experience strategy that aligns with overall company goals and brand promise, driving customer outcomes.

Stage #2: Listen

Thoughtfully deploy modern listening strategies and data integrations across the journey to expand and enhance an integrated view and holistic customer understanding.

Stage #3: Understand

Consolidate all data streams and leverage advanced analytics to identify where and how to act (and the anticipated impact on customer outcomes).

Stage #4: Transform

Create & implement dynamic action plans, training, and policies that facilitate organizational change (and promote activities that drive customer outcomes).

Stage #5: Realize

Evaluate and demonstrate results of experience initiatives including (but not limited to) organizational change, improved metrics, and financial impact.

Building the Foundation for A Successful CX Program: Moving Beyond the Continuous Improvement Framework

Beyond those five core stages, though, there are certain foundational and organizational elements that must be present for CX to thrive in your company.

My name is Ton Luijten, Customer Success Director + Data Science Lead in APAC—and in this post I’ll help you unlock a new take on ROI—through failure demand.

When we manage client programs at InMoment, return on investment (ROI) is always top of mind. We strongly believe this should be a top priority for any team trying to improve customer or employee experiences to show that they are positively contributing to the financial outcomes of their business. 

Most people will instinctively believe that by improving experiences we will improve retention, reduce customer churn, and lower business costs, but proving this is the hardest and most important part of proving your experience program is actually moving the needle at your organization. 

Let’s take a look at how considering failure demand can help you prove ROI.

First Up, What Is Failure Demand?

Failure demand is when an organization falls short of servicing customers on the channels they are seeking, which then causes demand for services in other channels. 

A classic example is a customer that wants to find information on a brand’s website, but they fail to find the information they need—this usually ends up with a call to the call center. 

Why Is Failure Demand Such a Fail? 

Failure demand is problematic for brands as it means the customer experience is not optimized and the customer cannot get the service where and when they want it—not to mention, there’s a cost to the organization to service this additional demand. 

By reducing failure demand, brands have an opportunity to both improve the customer experience, but also create positive financial outcomes for the organization. 

Where Do We Start When Reducing Failure Demand? 

To reduce failure demand, we first need to measure it. Ideally you would be able to use operational data for this, but there are a few problems with this method. If we revisit the earlier example—how does the organization measure that the customer visited the website before they called into the call center? If the customer mentioned this on the call, the agent could take a note of this for their file, but we know these notes are typically inconsistent and hard to analyze at scale. 

When I work with clients at InMoment, we’ve built custom text analytics sets to analyze call center notes—all with the hopes of understanding what customers are calling about. Then, brands can identify topics that attract large call volumes and work out which ones have the potential to be moved to cheaper channels (most likely online). While this is really exciting work, it does take an investment of time and money.

Another option for monitoring failure demand is to use web intercept technology with session recording to understand which journeys across the website cause the most dissatisfaction. 

However, with this option we’re already going into the space of asking customers for their feedback and not just relying on operational data. It also doesn’t allow us to find out what customers did after the failed journey, so limits our visibility on the impact on other channels.

So, What Can We Do To Reduce Failure Demand? 

I’m proposing an alternative option that’s simpler and leverages a solution that most organizations already have in place—post interaction surveys. These four questions will give you the information you need to measure failure demand and prioritize areas for improvement. 

Here are the questions to ask in your post-interaction survey: 

Question #1: Was Your Issue Resolved?

Most CX professionals won’t be surprised by this question as post interaction surveys typically include something of this nature. It’s particularly important for measuring failure demand because you don’t want to cause repeat calls. Of course, it’s also a poor experience for the customer.

Question #2: How Many Times Have You Contacted Us to Resolve That Issue?

It’s important to ask this when measuring failure demand because we want to avoid repeat calls and try to close out issues as quickly as we can.

Question #3:  What Channels Did You Use to Resolve This Issue?

This is a multiple choice question, so customers can select all the channels they have used. This is really important as it allows us to understand which channels they used and how many they used. The latter is critical for failure demand.

Question #4: What Is Your Preferred Channel to Resolve This Issue?

The list of answer options is dependent on the selection made at the previous question. By combining this question with the previous one, you can figure out which channels the customer has actually used and which one they would have preferred to use. This insight allows you to prioritise which improvements you need to implement for the different channels and reduce failure demand, as you will be able to resolve customers’ issues via their preferred channel, which means they no longer need to use multiple channels.

Wrapping Up

Of course, these four questions are contingent on the organization understanding what the original issue is. If we don’t have that information, we should also work that question into the post-interaction survey.

By combining all this information, your brand will have the magic formula—you’ll be able to understand the current state of failure demand, identify key areas for improvement to take action, and measure progress over time. 

After you do a study or research, you will probably want to know if the results you got mean anything. More specifically, you want to know if there are statistically significant differences between the groups you studied. After all, statistically significant results help you know that what you studied—the variables you chose—are having an impact on the results. 

For example, let’s say you did research on your customer base, and you wanted to determine if certain age groups bought your product more than others. Once you have your data, you need to determine if there’s any statistically significant difference between the age groups. How do you do that? 

One way to determine if there are statistical differences between groups is to do an analysis of variance also called ANOVA. What is analysis of variance? Read on to learn more about ANOVA tests and how to use them for your own analyses. 

What Is Analysis of Variance? 

Analysis of variance or ANOVA is a statistical test developed by Ronald Fisher in 1918, and it’s been used by statisticians and researchers ever since. The analysis of variance test is a way to compare means from different groups and determine if the differences in those means are statistically significant. If they’re statistically significant, that means the variable for that group is having an impact on what you’re researching. If they’re not statistically significant, then your variables aren’t affecting what you’re studying. 

Let’s revisit the example from earlier. You wanted to determine whether 18–24 years old, 25–35 years old, or 36–45 years old buy your products more. You gather all of your data about how much people are buying based on a random sampling. You determine the mean for each age group on product purchases. ANOVA is then how you can determine if there’s a statistically significant difference between those means. 

An analysis of variance test will take into account the sample size and differences between means to give you an F value. The F value can then be analyzed to give you a probability or P value—or the probability that there’s a statistically significant difference. Let’s say you get a P value of 0.03. That would mean your results are statistically significant, and you can reject the null hypothesis. Most likely, that would mean you can determine that age is a significant variable in who buys your product, and you could consider making marketing decisions based on that. That’s the power of ANOVA. 

How Does ANOVA Help? 

At the core of it all, ANOVA helps you determine what variables have statistical differences and what variables are important to look at in more depth. Even more importantly, ANOVA can give you a glimpse into the motivation behind behavior. What’s driving customers to click on a link? ANOVA might help you determine that. Essentially, ANOVA helps by giving meaning to numbers, direction to actions. 

Types of ANOVA

ANOVA is a broad category for several types of tests. The big two to discuss are one-way and two-way ANOVA tests. A one-way ANOVA test is the simplest form of ANOVA. For this test, you’ll need one independent variable and two or more levels. For example, you could use the months of the year as levels but still only test one variable. Two-way ANOVA or full factorial ANOVA is when you have two or more independent variables to test. Two-way ANOVA measures independent variables against each other and if independent variables affect each other. 

There are a couple of other types of ANOVA to consider: 

• Welch’s F Test ANOVA. The Welch’s F Test doesn’t assume the variances between groups are equal, which can be beneficial for some data sets.  This type of unranked ANOVA test works when there are two assumptions that are true about the data: 
  • The sample size is 10 times greater than the calculation group (satisfying the Central Limit Theorem)
  • There are few or not outliers in the data distribution
• Ranked ANOVA. If these assumptions above don’t hold, you can instead use a ranked ANOVA test. Ranked ANOVA tests can hold up against outliers and non-normal distributions because the values are replaced with a rank ordering. 
• Games-Howell Pairwise Test. This ANOVA test doesn’t work with the assumption that variations between distributions are equal, and it’s a test when there’s a higher likelihood of finding statistically significant results. 

ANOVA Terms to Know

There are some important terms to be familiar with to work with an analysis of variance test. Here’s ANOVA terminology that may be important for you: 

• Independent variable. This is the variable that you choose to change, and you’re studying how it will affect the dependent variable. 
• Dependent variable. Variables that don’t change and are instead affected by the independent variable. 
• The null hypothesis. When you do an analysis of variance, you will have a pair of hypotheses. The null hypothesis will be the one that says there is no difference between the groups you’re looking at. If your p value is less than 0.05, you can reject the null. If not, you fail to reject the null hypothesis. 
• The alternative hypothesis. Your other hypothesis is that there is a difference between the groups. 

The Formula for Analysis of Variance

The formula for ANOVA is F = MST/MSE. That may look simple, but it involves a few more numbers. The MST is your total sum of squares (all of your means put through a formula) divided by the population total minus one. That gives you the top value for the ANOVA formula. MSE is your sum of squares with error divided by the number of observations minus one. Once you have both variables, you divide the MST by the MSE, and that gives you the F value. With your F value, you can use an ANOVA chart to determine the p value, which will tell you if you can reject the null hypothesis or if you fail to reject the null hypothesis. 

How to Run an ANOVA

That formula can get tricky when a lot of numbers are involved, so not every statistician, researcher, or analyst does ANOVA by hand—though it can be calculated by hand, thanks to creation before computer programs. Instead, most researchers use computer software and programming to perform the test. R, Stata, SPSS, and Minitab are great choices for running an ANOVA test accurately and quickly. 

Drawbacks to an Analysis of Variance Test

An ANOVA test will tell you that there is a difference between means and if that’s statistically significant. But ANOVA won’t tell you where that difference lies. For example, let’s return to our earlier example. You’re testing three age groups for your product purchases. The ANOVA test will tell you that age is statistically significant, but it won’t tell you which group is the one with the biggest difference. You’ll need to do additional statistical tests to determine which age group is most interested in your product. 

Analysis Is Easy with InMoment

Statistical tests can be overwhelming, including ANOVA. While it’s always possible to do an analysis of variance on your own, it’s usually easier and more accurate with some support. InMoment is here to help. Whether you’re conducting a survey, research, or analysis of variance, the process just got a lot easier with InMoment. Book your demo today and see how you can simplify your processes.

Just discovered InMoment? Curious to know a little more about us and our differentiated Experience Improvement (XI)? Well allow us to introduce ourselves! 

Own the Moments That Matter

At InMoment, we have this saying: “Own the Moments That Matter.” This is fundamental to our mission, because those moments—packed full of emotions, judgements, learnings, and more—shape the world we live in. And with every moment, there is an opportunity to make a positive impact; to leave a mark.

But when it comes to your business, there are simply some moments that matter more, to your customer, employees, and beyond. 

Our goal is to empower you with the data, technology, and human expertise necessary to identify the moments that matter, understand what’s working (and what might need improvement), take informed action to solve business problems, and ultimately provide a truly differentiated experience for your business. 

Our CEO John Lewis said it best: “InMoment’s unique combination of world-class technology and expert service enables clients to integrate growing and disparate customer signals and separate predictive understanding from the noise.” 

What Is Experience Improvement (XI)?

Despite increased investment, experience management programs have plateaued. Why? 

Because experiences don’t need to be managed or measured, they need to be improved.

The truth is that monitoring services and D.I.Y. approaches aren’t enough for today’s businesses; they cause program stagnation and make meaningful return on investment (ROI) impossible. Instead, what’s required for success is a new approach: an Experience Improvement (XI) initiative that solves the biggest business challenges, like retention, growth, and cost savings. 

The Moments That Matter

Improving experiences begins with sifting out the noise from experience data and identifying the moments that matter: where customer, employee, and business needs meet. This allows businesses to prioritize their focus on high-emotion, high-impact areas and connect with their most valued customers. Additionally, businesses can empower their employees to recognize and take action in these moments, ultimately culminating in organization-wide transformation from the boardroom to the break room. 

Data, Technology, and Human Expertise

Experience Improvement is made possible through our industry-leading Experience Intelligence XI technology and our in-house Experience Improvement (XI) services teams. With our ability to collect and gather data from anywhere and in any form with our Integrated CX approach, industry-leading technology, and decades of experience in key industries, InMoment can help you craft an experience initiative that truly meets the unique needs of your business. We are dedicated to being more than just a vendor to our clients—instead we take the role of a dedicated partner committed to a businesses’ short- and long-term success.

The Intersection of Value

Our mission is to help our clients improve experiences at the intersection of value—where customer, employee, and business needs come together.  Ultimately, our clients are able to move the needle and go beyond managing their experience to actually improving it. With the right intelligence, businesses can empower the right people to take transformative, informed action in the most effective ways and drive value across four key areas: acquisition, retention, cross-sell & upsell, and cost reduction. In other words, better results for the business and better experiences for their customers and employees.

The Continuous Improvement Framework

The key to taking an experience program beyond metrics is to move beyond monitoring customer feedback and stories and focus on the formation of actionable plans for changes informed by them. Customer narratives contain meaning that companies can use to diagnose both superficial and deep-seated problems, define remedies to those problems, positively impact the bottom line, and create more meaningful experiences. We help our clients  achieve all of this by sticking to a simple, five-step framework that we call the Continuous Improvement Framework: define, listen, understand, transform, realize. (You can read all about it here!)

What Third Party Analysts & Customers Say About InMoment

And don’t just take it from us—InMoment has received third-party validation from multiple third-party research firms. We have been named Leaders in the Forrester Text Analytics Wave, Forrester Customer Feedback Wave, the Gartner Magic Quadrant for Voice of the Customer, and more! 

Forrester Text Analytics Wave

InMoment received the highest possible score and was named Leader in the Text Analytics Wave report. The Forrester Wave says, “InMoment XI is a solid choice for customers who want a platform with a well-balanced mix of knowledge and ML-based AI, the ability to deploy OOTB solutions quickly, and deep custom application development capabilities.” As mentioned in the report, “InMoment’s people-oriented text analytics capabilities…enable it to address all relevant use cases beyond just VOC or CX analytics.” 

Forrester Customer Feedback Wave

InMoment was also named a Leader in Forrester’s Customer Feedback Wave Report. The Forrester Wave  says, “InMoment is a good fit for organizations looking for a ROI-focused technology and services partner.” As mentioned in the report, “reference customers say they selected InMoment for its technology capabilities and value citing the vendor’s pricing as reasonable and transparent. They also praise the vendor’s partnership and focus on delivering outcomes. References appreciate that not everything is “tool driven;” instead, the vendor  provides strategic guidance, helping them innovate their approach to surveys or embrace new forms of feedback. 

Gartner Magic Quadrant for Voice of the Customer

Furthermore, InMoment was named a Leader in the Gartner Magic Quadrant for Voice of the Customer. The report says,  “InMoment is a Leader in this Magic Quadrant. The company’s Experience Improvement (XI) Platform combines a broad set of VoC technologies as part of an  integrated offering that focuses on blending services and  software to help fulfill its clients’ evolving CX ambitions.  The company has established operations around the world,  with a notable presence in Asia/Pacific.” Continuously, the report mentions,”InMoment is investing in intelligent self-service and workflow automation to help simplify the user experience (UX), while  furthering its vision to support four tailored XI clouds for  CX, employee experience (EX), product product experience  (PX) and market experience (MX).”  

“InMoment has an impressive ability to deliver business value through its consulting-led methods and programs.” – Gartner Magic Quadrant for Voice of the Customer

Industry Dominance

Not only have we been recognized by multiple market research firms, but our success is also shown in our reach across multiple industries. InMoment is currently improving experiences with: 

• 90% of the world’s leading automotive brands
• 8/10 of leading banks
• 4/5 of the top insurers

And one more thing. 100% of our clients would recommend us. 

Recognized as a leader and innovator in our sector, we collaborate with the world’s leading brands to attract, engage and retain their customers. We are fiercely proud that our clients continually tell us they love the experience of working with our company, as we constantly stretch to exceed their expectations. 

Our Experience Improvement (not management) approach provides context to feedback at the intersection of value—identifying what’s important to customers, employees, and the business. Our expertise enables brands to align their CX and EX programs with business goals, prioritize actions, determine and monitor impact of change, address issues, and celebrate successes—all leading to true Experience Improvement.

Does this Experience Improvement (XI) mission align with your vision? You can learn more here!