THE ANSWERS
EXPERIENCE INDEX
™
DECEMBER 2014
CO MMEN TARY AN D A NA LY S IS B Y:
Jim Yang
Senior Vice President of Products,
Marketing and Services
Answers
RE SE ARCH BY:
Julie Anderson
Research Analyst
Answers
© 2014 Answers
2014 U.S. RETAIL EDITION
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TABLE OF CONTENTS
About The Answers Experience Index (AXI): 2014 U.S. Retail Edition 2
Executive Overview 3
Section 1: The Multichannel Customer Experience 11
Section 2: Satisfaction by Channel 13
Section 3: Top Gainers 24
Section 4: What Drives Satisfaction? 25
Section 5: Why Do You Need to Focus on Your Retail Store Employees? 26
About the Author, Research Team, Answers Corporation, and ForeSee 27
ABOUT THE ANSWERS EXPERIENCE INDEX (AXI):
2014 U.S. RETAIL EDITION
For a decade, this has been the definitive annual study in the market around the current state of the retail customer
experience. Employing the same industry-tested ForeSee methodology we apply when measuring customer satisfaction
for our clients, The Answers™ Experience Index (AXI): 2014 U.S. Retail Edition takes a broader view of the marketplace,
measuring the customer experience with the largest retailers in the United States as recognized this year by Internet Retailer’s
Top 500 web and mobile commerce sites and the NRF Stores Top 100 Retailers. We are proud of our consistent legacy of
thought leadership around driving customer experience excellence in the marketplace.
This year’s study focuses on retailers’ three most important customer touch points: chain stores, e-commerce websites and
mobile experiences. We fielded more than 40,000 surveys between October 26 and December 15, 2014. The data was then
analyzed using the ForeSee methodology, an advanced statistical engine proven by years of research. This methodology uses
the world’s most advanced cause-and-effect modeling to radically change the way organizations make strategic investments
and decisions for better bottom-line results.
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EXECUTIVE OVERVIEW
As the 2014 holiday shopping season reaches its final (and chaotic) homestretch, we have put the final touches on our
Answers Experience Index (AXI): 2014 U.S. Retail Edition. It’s been another exhilarating year of learning, and we’re excited
about the latest emerging industry trends.
This was a holiday season that saw overall customer satisfaction scores decrease (compared to last year) for retail chain
stores and e-commerce websites, with scores for mobile sites and applications remaining flat. This was driven largely by
a rising tide of customer expectations. Today’s shoppers are far more savvy than yesterday’s shoppers; they are deeply
multichannel, multi-device shoppers who are performing much more research in each channel and across channels, and
seeking out more information from competitors’ stores and online resources. They are also immersed in steeply discounted
deals much earlier in the shopping season from many premium retailers, which further increases their expectations on the
types of deals they can find. While there is much dialogue about these concepts, this study illuminates the importance of the
dynamics involved.
The 2014 holiday shopping season will forever be remembered as a watershed year for U.S. retailers:
»» Amazon customer satisfaction has dropped significantly. After six years of being the unquestioned leader in our
study results, Amazon no longer stands alone as the preeminent online retailer.
»» The multichannel shopper emerged as the most relevant shopper for retailers.
»» Cyber Monday finally overtook Black Friday as the most important shopping day of the year.
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STORES
MOBILE
WEB
WEB CALL CENTER
MOBILE
STORE
MOBILESOCIAL MEDIA
These are just some of the many findings that have come out of our Answers Experience Index (AXI): 2014 U.S. Retail Report,
our annual multichannel customer experience study of consumer holiday shopping experiences and behaviors.
The holiday shopping season kicks off earlier and earlier every year, and so did we this year. In late October we started
surveying Americans shopping online, via mobile apps, and in retail chain stores. All told, we collected more than 40,000
survey responses. This study reports customer satisfaction scores for the top 100 retail websites, top 30 retail chain stores
and 30 retail mobile experiences. Our goal is to give retailers a much better understanding of today’s multichannel, multidevice consumers.
This is our 10th year conducting this study, and this year’s findings are perhaps the most compelling yet. As mentioned earlier,
the 2014 holiday shopping season has been very meaningful for the retail industry. This season portends several notable
industry shifts whose collective impacts will be felt for years to come.
Here are the overall customer satisfaction scores by channel (Figure 1).
FIGURE 1
CUSTOMER SATISFACTION:
AVERAGE SCORES BY CHANNEL
78
STORES
77
WEB
79
MOBILE
With this broad industry perspective, let’s dive into some deeper insights on the customer satisfaction of shoppers this
holiday season.
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AMAZON’S LEADERSHIP HAS COMPLETELY ERODED
Since we began measuring in 2005, Amazon has led the online retail universe on customer experience for websites and
mobile, by a wide margin. In fact, over the last three years, Amazon has been an average of 3+ points ahead of its nearest
website and mobile competitors in a world where the scores of the top online retailers have tended to cluster together.
That has all changed this year. While Amazon still scores highly, it has come back to the pack and is now tied with QVC for
e-commerce websites, with a customer satisfaction score of 83. While this is a superior score in our methodology, Amazon
should be concerned about their decline.
Did Amazon suddenly stop paying attention to its customers? Unlikely. Rather, today’s customers have evolved and have
become tougher to satisfy. For one thing, more and more retailers are trying to get a jump on Black Friday by launching doorbusting promotions and deals earlier in the holiday season, so consumers are becoming conditioned to expect deep discounts.
This in turn raises their expectations on the bargains they can get from their retailers. The data bears this out. Over the past
year, Amazon customers have become more dissatisfied with Amazon pricing relative to competitors, as witnessed by the
5% decline in the Price score. Many customers noted that shipping costs were too high at a time when many other mass
merchants were offering free shipping. Amazon customers are also accessing other online resources and competitors’ sites
more frequently than they did in 2013.
Amazon’s decline in customer satisfaction also came with a decline in important future customer behaviors. This year, Amazon
shoppers are less likely to recommend Amazon to others, less likely to purchase again from Amazon, and less likely to remain
committed to Amazon as a customer.
THE MULTICHANNEL SHOPPER RULES THE DAY
While it appears that consultants get paid based on the number of times they say that the consumer is a multichannel
shopper, perhaps putting some hard data against the statement will get retailers to start acting in a way that demonstrates
they understand it. This holiday season saw a significant jump in multichannel shopping and showrooming (i.e., using a mobile
phone to research or purchase while in a store). This is a highly observed trend across all channels, as the typical shopper now
shops across 3.25 channels before purchasing, compared to 1.25 channels in 2010 (source: Rakuten Marketing). This year,
68% of in-store purchasers said they visited the store’s website on their phone while in the store, compared to just 55% last
year. Having rich content on their mobile site is critical for retail chain stores, since 46% of showrooming shoppers are buying
in-store anyway. In-store purchases still account for the vast majority of retail transactions. This fact often causes retailers to
be very myopic on store-based measurements. Our data shows the potentially fatal flaw in this narrow view.
Multichannel shoppers are not just more active shoppers; they’re generally more satisfied shoppers, which makes them
ultimately more valuable to retailers. Specifically, shoppers who purchased in store but accessed multiple channels to
research those purchases are more likely to do the things in the future that are critical to retailers’ success. For example, they
are more likely to purchase again and more likely to recommend the retailer to others (Figure 2).
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FIGURE 2: ANALYSIS OF STORE PURCHASERS (ACROSS ALL STUDIES)
Satisfaction
Purchase Next Time
Recommend Company
Multichannel
79
81
82
Single Channel
77
79
80
When looking at multichannel interaction in general (i.e., not necessarily associated with a particular purchase), we find even
more evidence that multichannel shoppers are more satisfied and more apt to exhibit the future behaviors that retailers desire
(Figure 3).
FIGURE 3
SINGLE CHANNEL
2 CHANNELS
61%
SATISFACTION
3+ CHANNELS
27%
77
SATISFACTION
12%
79
SATISFACTION
81
BRAND COMMITMENT
76
BRAND COMMITMENT
78
BRAND COMMITMENT
82
PURCHASE NEXT TIME
77
PURCHASE NEXT TIME
81
PURCHASE NEXT TIME
83
78
RECOMMEND
81
RECOMMEND
80
RETAILER SATISFACTION
82
RETAILER SATISFACTION
RECOMMEND
RETAILER SATISFACTION
84
83
With this ongoing shift to multichannel shopping, retailers who can innovatively enable today’s increasingly complex
shopping experience will win over tomorrow’s demanding multichannel consumers. You’ll find more detailed learnings on the
multichannel shopper in Section 1 of this report.
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BLACK FRIDAY IS NOT WHAT IT USED TO BE
Let’s face it. The holiday shopping season starts earlier and earlier every year. And while Black Friday continues to kick off
the “official” holiday shopping season, retailers are actually launching their seasonal promotions and super deals weeks
in advance of Black Friday. Consumers have figured out that there are great deals to be had before and after Black Friday,
inclusive of Cyber Monday but certainly not limited to that.
Across web, store and mobile channels, holiday shoppers are starting their shopping early. Here’s when holiday shopping
starts by channel (Figure 4).
FIGURE 4
WHEN DID YOU START SHOPPING?
8%
17 %
9%
28 %
7%
25 %
17 %
17 %
WEB
n Early October
MOBILE
STORE
19 %
28 %
20 %
29 %
n Late October
n Early November
26 %
21 %
29 %
n Late November
n Early December
As you can see, 75% of web shoppers, 74% of store shoppers, and 76% of mobile shoppers have already started shopping
by the time Black Friday rolls around, and the urgency has already dissipated for many of these shoppers. For those who are
still shopping into late November, it’s not surprising that just as many consumers will be shopping on Cyber Monday (47%) as
will be on Black Friday (44%). Similarly, mobile shoppers are more likely to be shopping on Cyber Monday (53%) than more
traditional e-commerce (desktop) shoppers (45%).
This data implies that retailers need to increase their focus on Cyber Monday and, more broadly, on all consumer shopping
days. Through their promotions and advertising, the retailers themselves were the catalyst for the earlier shopping
phenomenon. But with so much focus on Black Friday, have these same retailers capitalized on the trend? A lot of retailer
energy, and margin, is going into Black Friday. Retailers should begin to question whether the consumer is noticing and figure
out how to meet shoppers throughout their continuous journey.
Through customer experience analytics, retailers can obtain a better understanding of the different aspects of the consumer
shopping journey and how to prioritize opportunities to improve their customer experiences—especially in a world where
today’s shopper is more sophisticated than ever.
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SHOPPERS ARE GETTING SMARTER AND MORE SELECTIVE
Shoppers are doing much more research before they buy, and never has this been more evident than this holiday season.
Whether it’s through websites, mobile apps or retail storefronts, consumers are visiting more stores more frequently,
researching products and reading reviews, and figuring out how much they should be paying. For instance, the average online
shopper has 9.5 distinct interactions with a brand before purchasing, compared to 2.5 just three years ago. It doesn’t take
a statistician to figure out that this is a dynamic change in shopper behavior. Online pre-planning and research is now the
norm for shopping, let alone holiday shopping. Retailers who judge web and mobile site performance solely on a conversionbased metric are clearly missing this dynamic. This is particularly true in the retail chain store channel, where shoppers are
(compared to last year):
32 %
MORE LIKELY to visit a particular
retail chain store’s website
114%
77 %
MORE LIKELY to visit a particular
retail store’s competitors’ websites
89 %
MORE LIKELY to visit a
comparison shopping website
MORE LIKELY to use other online
resources to research
Clearly, shoppers are continuing to push the envelope in becoming as informed as possible before making their purchase
decisions. Retailers are enabling this evolution by making the right information available to consumers across all channels.
What’s the next great enabler? Retailers are readying themselves for mobile payments.
MOBILE PAYMENTS ARE NOT READY FOR TAKEOFF
We heard plenty of buzz this year about mobile payments. Apple launched its Pay service to make it easier for iPhone users
to pay securely in stores or within apps. Google launched similar capabilities with its Wallet for paying in stores and online, or
paying anyone with a Gmail address, for that matter. There is no doubt with two industry titans deciding to establish this space
that it will get a lot of attention in the next few years. The question is this: In the consumer’s mind, is there a viable solution
available today?
It’s clear that shoppers are not even close to adopting the payment vision that Apple and Google are pushing. This season,
more than 60% of shoppers said they would never use a mobile payment service like Apple Pay or Google Wallet to purchase
items in a store. Interestingly, the 40% who said they might use such a service were twice as likely to choose Google Wallet
over Apple Pay. It’s fair to say that Apple is investing heavily to change that mindset.
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RETAIL CHAIN STORES NEED TO FOCUS ON MERCHANDISE AND SERVICE
According to the consumer, the shopper experience in retail chain stores hasn’t changed much in the last year. Overall, this
channel saw a drop to 78 from 79 last year. The leaders in retail chain store satisfaction are Barnes & Noble, Apple, Saks Fifth
Avenue, Advance Auto Parts and Ann Taylor, all companies that consistently score high in customer satisfaction.
Our measurement methodology shows that the most important investment priority for retail chain stores is to improve their
merchandise (appeal, variety and availability of product), as 72% of the retailers measured had merchandise as the most
powerful satisfaction driver for their consumers. This was the most important satisfaction driver last year as well, so it’s clearly
something retailers need to be focusing on. Another top priority for many retailers is the service quality of store personnel.
At the end of this report, we highlight some upcoming, ground-breaking research that shows how engaged store employees
impact customer satisfaction for retailers.
Another key finding is that retail store customers have become multichannel customers in a big way. Thirty-seven percent
of customers who made an in-store purchase have also purchased on their phones (compared to 31% in 2013), and 23%
have used the retailer’s app (compared to 21% in 2013). Further, this year store purchasers are far more likely to begin their
research online (50%) than last year (35%), including visiting that store’s website and competitors’ websites. Retailers have
long talked about the purchase-funnel concept. The reality is pretty clear that the purchase funnel is not confined to a single
channel. While retailers obviously know this to be true, with an overall decline in customer satisfaction the data begs the
question as to whether the retailers are prepared to respond.
CHANGING OF THE GUARD IN E-COMMERCE WEBSITES
Amidst Amazon’s falling back to the pack of leading retail customer experiences, as noted earlier, there was a slight decline
in customer satisfaction across the board for this category, as customer experience scores dropped from 79 in 2013 to 77 in
2014. At the top, Amazon, QVC, L.L.Bean, Netflix and Avon are bunched together within 1 point of one another.
E-commerce shoppers have been much more diligent in their research this year compared to last year. They are:
17 %
MORE LIKELY to visit a particular
e-commerce site’s competitors’ websites
49 %
MORE LIKELY to use other online
resources to research
23 %
52 %
MORE LIKELY to use a
comparison shopping engine
62 %
MORE LIKELY to ask people who
knew about a particular product
MORE LIKELY to visit a particular e-commerce site’s retail chain
store and 82% more likely to visit competitors’ retail chain stores
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Similar to in-store experiences, our analysis indicates that the most important investment priority for e-commerce was merchandise,
as 53% of the websites measured have merchandise as the most powerful satisfaction driver. Twenty-six percent have site
functionality as the leading satisfaction driver, and 19% have product content. These figures are similar to last year’s figures.
MOBILE SHOPPING CONTINUES ITS AWESOME GROWTH
Overall, the mobile shopping experience has remained the same as last year, coming in at an aggregate score of 79.
2014 saw mobile shoppers get far more comfortable using their smartphones for research and transacting. This year, 77% of
mobile shoppers are using their smartphones to research products, compared to 55% last year. That growth rate simply cannot be
ignored. Even more notable is how comfortable they are in transacting with their smartphones. Amazingly, 42% of mobile shoppers
made purchases through their smartphones, compared to just 25% last year. Mobile has truly evolved from simply playing a
shopping research role to becoming an indispensable enabler of the purchasing process. Those retailers who continue to see
mobile as a secondary channel will be left behind competitors who have fully accepted mobile as a primary path to purchase.
Similar to its e-commerce customer satisfaction, Amazon’s mobile customer experience score has dropped significantly this
year, falling from 87 to 83. This is still good enough to lead the mobile category, but Amazon is closely followed by Fanatics
and L.L.Bean, each with a score of 82. The drop is not surprising considering that over the past year competitors have caught
up to Amazon in matching innovative mobile functionality, such as off-canvas navigation and seamless connection back to
their websites. In a sea of rising customer expectations, Amazon customers are less satisfied than they were last year. For
such an innovative company, the challenge will be to innovate faster. Prior-year innovations have become the norm. It is
always toughest to run the race from the front.
HOW THE FINDINGS ARE ORGANIZED
Overall, it’s been a remarkable 2014 holiday shopping season. We’re witnessing very important industry shifts as they relate to
Amazon’s fall as the preeminent online retailer and as multichannel shoppers begin to fully realize the potential of being able
to engage with their favorite retailers anytime, anywhere, on any device they choose.
We have analyzed in detail the above industry dynamics and are pleased to share our data and our findings. This study is
divided into the following sections:
»» The Multichannel Customer Experience
»» Satisfaction by Channel
»» Top Gainers
»» What Drives Satisfaction?
»» Why Do You Need to Focus on Your Retail Store Employees?
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SECTION 1: THE MULTICHANNEL CUSTOMER EXPERIENCE
As this holiday season has demonstrated without a shadow of doubt, today’s consumers are multichannel, multi-device
shoppers who seek out retailers anytime in the manner that’s most convenient in the moment. Thus, there is a retailer
imperative to create high-quality experiences across all customer touch points and to ensure that customers have consistent
brand experiences in every interaction.
Figure 5 below lists all of the companies in this retailer multichannel study for whom Answers has measured retail chain store,
web and mobile customer experiences. For a retailer, having a holistic view of customer satisfaction across all three of these
channels is key to understanding where they need to focus their improvement efforts.
FIGURE 5: CUSTOMER SATISFACTION SCORES FOR MULTIPLE CHANNELS
Company
Web
Store
Mobile
Apple
80
82
80
Barnes & Noble
78
83
80
Best Buy
77
78
78
Costco
78
80
79
CVS
76
75
75
Dick's Sporting Goods
76
77
77
Gap
75
76
79
Home Depot
79
79
77
JCPenney
77
76
78
Kohl's
80
79
79
Lowe's
78
79
77
Macy's
78
76
76
Nordstrom
77
80
80
Office Depot
77
78
79
Sears
75
74
76
Staples
77
77
80
Target
73
80
78
Toys "R" Us
77
73
78
Victoria's Secret
78
80
80
Walgreens
77
75
77
Walmart
78
71
79
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Here are some other notable takeaways from the multichannel perspective:
»» For retailers with consistently highly rated customer experiences across all of their channels, Apple and Barnes
& Noble again lead the way. They are the only retailers to average above 80 across their web, retail store and
mobile channels this year and last year.
»»
Apple is being challenged to keep up with the rising expectations of their customers. Their customer satisfaction
scores are down for each channel relative to last year, especially in mobile where they have dropped from 82 to 80.
»» It’s worth noting that Barnes & Noble’s high scores come at a time when the company is experiencing a bit of a
resurgence. Its stock is trading near its five-year high as it focuses on improving its product mix and executing a
better merchandising strategy. It appears that their recent strategy is working.
»» Barnes & Noble has solid multichannel customer satisfaction scores, carried by its industry-leading retail store
experience score of 83. Maintaining and improving world-class retail store customer experiences is a strategic
mandate for the last-standing retail bookstore chain, and in fact, their retail store customer satisfaction score
is even higher this year than last year. However, where Barnes & Noble is falling short, ever so slightly, is in
generating high customer satisfaction in their e-commerce channel. With a 78 customer satisfaction score,
Barnes & Noble clearly suffers from the sky-high expectations that have been set by the web’s leading bookseller,
Amazon. Looking for more ways to leverage their retail store dominance in the web channel would appear to be
one way Barnes & Noble can deliver satisfying customer experiences that Amazon simply can’t.
»» Costco, Kohl’s, Nordstrom and Victoria’s Secret also deserve shout-outs for scoring consistently high across all of
their channels.
»» On the other hand, there are retailers who are delivering good customer experiences in two of three channels but
are falling short in the third. Most notable among these is Walmart, the world’s largest retailer. Walmart has done
well with their pricing and assortment strategies. Moreover, Walmart customers are fairly satisfied in their digital
channels (web and mobile). However, they are relatively dissatisfied in their retail stores. Walmart scored the
lowest in customer satisfaction among the 30 largest retail chain stores that we included in this study. Improving
retail store customer experience is critical for Walmart’s future. Our findings clearly indicate that customers
are increasingly approaching shopping as a multichannel exercise, and their expectations are increasing as
more retailers are creating superior customer experience in all of their channels. This, in conjunction with their
successful pricing and assortment strategies, should set up Walmart for even greater successes in the future.
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SECTION 2: SATISFACTION BY CHANNEL
This year, we’ve taken a deep look at customer satisfaction for the top U.S. retailers in three of their most important channels:
retail chain stores, websites and mobile sites and applications. Figure 6 shows the average satisfaction scores over the past
several years for each of these channels.
FIGURE 6: AVERAGE SATISFACTION SCORE BY CHANNEL AND YEAR
90
88
Stores
86
Mobile Sites & Applications
Websites
84
82
80
78
76
74
72
70
2011
2012
2013
2014
For Stores (Figure 7), we calculated customer satisfaction scores from surveys completed by shoppers who purchased from
the retailer during the 2014 holiday shopping season. For websites (Figure 10) and mobile sites and applications (Figure 12),
we surveyed shoppers who visited the e-commerce website, whether they were browsing or purchasing.
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RETAIL CHAIN STORE SATISFACTION
Store customers have become omnichannel customers in a big way. Thirty-seven percent of customers who made an in-store
purchase have also purchased on their phones (compared to 31% in 2013), and 23% have used the retailer’s app (compared
to 21% in 2013). Further to this point, this holiday season store purchasers were far more likely to begin their research online
(50%) than last year (35%), particularly to visit that store’s website.
It’s noteworthy that Walmart, the world’s largest retailer, continues to bring up the rear when it comes to customer satisfaction.
In fact, their customer satisfaction scores have been in a steady decline since 2011. A closer look at the Walmart data
uncovers the following:
»»
Surprisingly Walmart, with its “Save money. Live better.” strategy, scored lowest on Price among its customer
satisfaction elements, suggesting that its customers are not viewing its prices to be as competitive as they expected.
»» During this holiday shopping season, Walmart customers were more likely to consider other retailers and look at
competitors’ websites when shopping for a product, compared to previous years.
»» Another indication that Walmart is losing its customers’ loyalty is that only 8% of its customers said Walmart was
the only retailer they considered, compared to 17% in 2013.
Despite these findings, Walmart is doing something right. Their stock is trading near an all-time high. But the stock market is a
today phenomenon. Customer satisfaction is predictive of future results.
Figure 7 below provides customer satisfaction scores for retail chain stores.
FIGURE 7: CUSTOMER SATISFACTION SCORES FOR STORES
Company Name
2011
2012
2013
2014
Average Satisfaction Scores Across Stores Measured
82
79
79
78
Barnes & Noble
84
82
82
83
Apple
85
83
83
82
Saks Fifth Avenue
nm
nm
nm
82
Advance Auto Parts
nm
nm
80
81
Ann Taylor
nm
nm
nm
81
Costco
84
82
82
80
Neiman Marcus
nm
nm
nm
80
Nordstrom
84
79
83
80
OfficeMax
nm
nm
80
80
Target
82
81
81
80
(Continued on page 15)
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FIGURE 7: CUSTOMER SATISFACTION SCORES FOR STORES (Continued from page 14)
Company Name
2011
2012
2013
2014
Average Satisfaction Scores Across Stores Measured
82
79
79
78
Victoria’s Secret
nm
nm
83
80
Williams-Sonoma
nm
nm
nm
80
Foot Locker
nm
nm
78
79
Home Depot
81
79
81
79
Kohl's
84
81
81
79
Lowe's
nm
81
81
79
Best Buy
80
80
79
78
GameStop
nm
nm
81
78
Office Depot
81
79
80
78
Abercrombie & Fitch
nm
nm
nm
77
Dick's Sporting Goods
nm
nm
78
77
Staples
82
79
80
77
Gap
nm
nm
77
76
JCPenney
85
75
76
76
Macy's
81
80
80
76
CVS
nm
76
77
75
Express
nm
nm
nm
75
Walgreens
nm
78
80
75
Sears
77
74
76
74
Toys “R” Us
79
72
72
73
Walmart
77
75
73
71
nm = not measured
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CUSTOMER EXPERIENCE ANALYTICS
16 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FUTURE BEHAVIORS: WHY STORE CUSTOMER SATISFACTION MATTERS
In-store customer satisfaction has a significant impact on a retailer’s overall business. Our analysis found that when compared
to a dissatisfied shopper (Satisfaction score of 69 or lower), a satisfied shopper (Satisfaction score of 80 or higher) is far more
likely to purchase in the store and online for that retailer, be a repeat purchaser for that retailer, and engage in positive word of
mouth recommendations.
Below, you will find the quantification of how much more valuable satisfied store customers are than dissatisfied store
customers, with respect to how much more likely they are to exhibit desired future behaviors, as computed by the ForeSee
methodology (Figure 8).
FIGURE 8: FUTURE BEHAVIOR LIKELIHOOD SCORES FOR THE STORES CHANNEL
FUTURE
BEHAVIORS:
STORES
Highly satisfied customers are x% more likely than dissatisfied customers to …
… purchase from that retailer in the store
40%
… make a purchase from the retailer in another channel
62%
… buy from that retailer the next time they buy similar merchandise
63%
… recommend the store to a friend, family member or colleague
49%
E-COMMERCE WEBSITE SATISFACTION
For the first time since 2010, Amazon is not alone at the top in customer satisfaction scores for e-commerce websites. This
year, QVC tied Amazon at 83. Trailing the co-leaders by just 1 point at 82 is a cluster of other strong web brands: L.L.Bean,
Netflix and Avon. Notably absent from the leaderboard is Apple, which fell to 80 in this year’s customer satisfaction rating.
In general, our findings indicate that e-commerce shoppers are becoming more savvy: they are significantly more likely to
research on competitors’ sites this year (41%) than last year (35%) and are more likely to use a comparison shopping website
this year (21%) than last year (16%).
It’s also worth mentioning that sites requiring subscriptions (e.g., Gilt, Groupon Goods) may see customer satisfaction scores that
are artificially understated because customers need to be members to take advantage of deals. A study focused on subscriber
satisfaction (rather than one which includes casual visitors) would certainly result in higher customer satisfaction scores.
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CUSTOMER EXPERIENCE ANALYTICS
17 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
The big news here, of course, is that Amazon has dropped 5 points from its all-time high of 88 in 2013. A closer look at
Amazon’s performance reveals the following:
»» Overall, Amazon’s customers are more dissatisfied than last year, and they have come to expect more than
Amazon can deliver against.
»» This year, Amazon scored much lower on customers’ assessments of the fairness of product prices on Amazon
and the general competitiveness of their prices.
»» Amazon fell short against both its customers’ expectations and their vision of what an ideal website should be.
In prior years, Amazon has been considered an innovator and, as such, scored considerably higher on these
satisfaction components. It’s possible that Amazon has reduced its focus as it continues to diversify into other
businesses such as tablets and phones. It will be interesting to see what Amazon does to react to the declines, as
no one expects them to stand pat.
Why should Amazon care about customer satisfaction? Because it impacts the future behaviors of its customers. In Figure 9,
you’ll see that the year-over-year scores of several important future behaviors for Amazon have dropped.
FIGURE 9
FUTURE
BEHAVIORS:
AMAZON
Future Behaviors
2014
2013
Difference
Brand Commitment
82
86
-4
Purchase Next Time
87
89
-2
Recommend Company
84
88
-4
Retailer Satisfaction
86
89
-3
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CUSTOMER EXPERIENCE ANALYTICS
18 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
Here are the customer satisfaction scores for the web channel (Figure 10).
FIGURE 10: CUSTOMER SATISFACTION SCORES FOR WEB
Average Satisfaction Scores
Across Websites Measured
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Point Change
Since 2013
Point Change
Since Beginning
74
75
74
74
79
78
79
78
79
77
-2
3
Apparel/Accessories
L.L.Bean
80
80
80
78
80
83
81
85
84
82
-2
2
The Children's Place
nm
nm
nm
nm
nm
nm
nm
nm
nm
79
nm
nm
Oriental Trading Company
nm
nm
nm
nm
nm
nm
nm
80
80
78
-2
-2
Victoria's Secret
nm nm nm
76
80
79
81
80
82
78
-4
2
Coach
nm
nm
nm
nm
nm
nm
nm
80
nm
78
nm
-2
Abercrombie & Fitch
nm
nm
nm
nm
nm
nm
nm
75
78
77
-1
2
Ann Taylor
nm
nm
nm
nm
nm
nm
nm
78
76
77
1
-1
Chico's
nm
nm
nm
nm
nm
nm
nm
80
79
77
-2
-3
dressbarn
nm
nm
nm
nm
nm
nm
nm
nm
nm
77
nm
nm
Fanatics
nm
nm
nm
nm
nm
nm
nm
78
78
77
-1
-1
Foot Locker
nm
nm
nm
nm
nm
nm
nm
76
78
77
-1
1
Neiman Marcus
nm
nm
nm
nm
nm
nm
nm
77
78
77
-1
0
Nordstrom
nm
74
74
74
79
78
77
79
79
77
-2
3
Ralph Lauren
nm
nm
nm
nm
nm
nm
nm
77
79
77
-2
0
Eddie Bauer
nm
nm
nm
nm
nm
nm
nm
77
nm
76
nm
-1
Express
nm
nm
nm
nm
nm
nm
nm
nm
79
76
-3
-3
lululemon athletica
nm
nm
nm
nm
nm
nm
nm
nm
nm
76
nm
nm
American Eagle Outfitters
nm
nm
nm
nm
nm
nm
nm
76
78
75
-3
-1
Blair
nm
nm
nm
nm
nm
nm
nm
80
nm
75
nm
-5
Gap
73
74
nm
69
76
78
73
77
77
75
-2
2
J.Crew
nm
nm
nm
nm
nm
nm
nm
77
74
75
1
-2
Saks Fifth Avenue
nm
nm
nm
nm
nm
nm
nm
79
nm
75
nm
-4
Shoebuy.com
nm
nm
nm
nm
nm
nm
nm
75
75
75
0
0
Urban Outfitters
nm
nm
nm
nm
nm
nm
nm
77
74
75
1
-2
Gilt
nm
nm
nm
nm
nm
nm
nm
72
70
74
4
2
NET-A-PORTER
nm
nm
nm
nm
nm
nm
nm
78
nm
74
nm
-4
zulily
nm
nm
nm
nm
nm
nm
nm
nm
73
74
1
1
Fingerhut
nm
nm
nm
nm
nm
nm
nm
72
75
73
-2
1
Rue La La
nm
nm
nm
nm
nm
nm
nm
73
nm
73
nm
0
(Continued on page 19)
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CUSTOMER EXPERIENCE ANALYTICS
19 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FIGURE 10: CUSTOMER SATISFACTION SCORES FOR WEB (Continued from page 18)
Average Satisfaction Scores
Across Websites Measured
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Point Change
Since 2013
Point Change
Since Beginning
74
75
74
74
79
78
79
78
79
77
-2
3
Automotive Parts/Accessories
Advance Auto Parts
nm
nm
nm
nm
nm
nm
nm
nm
78
77
-1
-1
U.S. Auto Parts
nm
nm
nm
nm
nm
nm
78
75
nm
77
nm
-1
AutoZone
nm
nm
nm
nm
nm
nm
nm
nm
nm
76
nm
nm
Books/Music/Videos
Netflix
84
86
86
84
86
86
79
80
80
82
2
-2
Scholastic
nm
nm
nm
nm
nm
nm
nm
82
81
79
-2
-3
Barnes & Noble
77
77
78
78
nm
nm
81
79
83
78
-5
1
Google Play
nm
nm
nm
nm
nm
nm
nm
nm
nm
78
nm
nm
Hulu
nm
nm
nm
nm
nm
nm
nm
nm
75
71
-4
-4
Computers/Electronics
Apple
76
79
79
78
82
82
83
80
82
80
-2
4
Newegg
79
78
77
78
81
82
82
81
81
80
-1
1
Sony Store Online
69
73
70
70
77
76
74
79
77
79
2
10
Dell
74
77
74
74
79
76
80
77
79
78
-1
4
HP
74
78
75
76
78
78
80
80
80
78
-2
4
Microsoft
nm
nm
nm
nm
nm
nm
nm
78
79
78
-1
0
TigerDirect.com
77
76
77
77
80
73
79
76
nm
78
nm
1
Best Buy
72
73
74
73
77
77
78
77
78
77
-1
5
Adobe
nm
nm
nm
nm
nm
nm
nm
nm
nm
74
nm
nm
Flowers/Gifts
1-800-FLOWERS.COM
75
74
71
72
75
77
nm
80
76
77
1
2
FTD
69
nm
nm
nm
nm
nm
nm
74
76
75
-1
6
Food/Drug
Edible Arrangements
nm
nm
nm
nm
nm
nm
nm
79
79
79
0
0
Keurig Green Mountain
nm
nm
nm
nm
nm
nm
nm
82
84
78
-6
-4
Walgreens
nm
nm
nm
nm
nm
nm
nm
80
79
77
-2
-3
CVS
nm
nm
nm
nm
nm
nm
nm
76
75
76
1
0
Hardware/Home Improvement
Home Depot
nm
nm
nm
69
nm
75
78
78
78
79
1
10
Lowe's
nm
nm
nm
nm
nm
nm
nm
75
81
78
-3
3
Grainger
nm
nm
nm
nm
nm
nm
nm
77
75
75
0
-2
(Continued on page 20)
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CUSTOMER EXPERIENCE ANALYTICS
20 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FIGURE 10: CUSTOMER SATISFACTION SCORES FOR WEB (Continued from page 19)
Average Satisfaction Scores
Across Websites Measured
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Point Change
Since 2013
Point Change
Since Beginning
74
75
74
74
79
78
79
78
79
77
-2
3
Health/Beauty
Avon
75
76
79
77
81
83
83
81
83
82
-1
7
1-800 CONTACTS
75
76
79
77
81
83
83
82
81
79
-2
4
Estée Lauder
nm
nm
nm
nm
nm
nm
nm
83
82
79
-3
-4
Vitacost.com
nm
nm
nm
nm
nm
nm
nm
84
86
78
-8
-6
Amway
76
79
nm
nm
nm
nm
nm
78
79
77
-2
-1
Weight Watchers
nm
nm
nm
nm
nm
nm
nm
79
78
75
-3
-4
Housewares/Home Furnishings
Williams-Sonoma
nm
77
75
74
79
80
80
79
81
78
-3
1
Crate and Barrel
nm
nm
nm
nm
nm
nm
nm
73
80
77
-3
4
Restoration Hardware
nm
nm
nm
nm
nm
nm
nm
73
nm
77
nm
4
One Kings Lane
nm
nm
nm
nm
nm
nm
nm
nm
nm
76
nm
nm
nomorerack
nm
nm
nm
nm
nm
nm
nm
nm
nm
75
nm
nm
Wayfair.com
nm
nm
nm
nm
nm
nm
nm
75
74
72
-2
-3
Jewelry
Etsy
nm
nm
nm
nm
nm
nm
nm
nm
80
77
-3
-3
Blue Nile
nm
nm
nm
nm
nm
nm
nm
76
76
76
0
0
Mass Merchant
Amazon
82
84
82
84
87
86
88
88
88
83
-5
1
QVC
80
80
80
79
83
84
83
84
83
83
0
3
Kohl's
nm
nm
nm
nm
nm
nm
79
80
80
80
0
1
HSN
75
75
76
69
76
79
76
81
79
79
0
4
Costco
69
69
72
72
79
79
79
78
81
78
-3
9
Macy's
nm 71
71
70
79
75
78
77
78
78
0
7
Walmart
73
73
74
78
79
80
79
78
80
78
-2
5
JCPenney
71
76
75
76
81
78
83
78
79
77
-2
6
ShopHQ
nm
nm
nm
nm
nm
nm
nm
nm
nm
77
nm
nm
Overstock.com
71
71
70
69
76
76
72
75
73
75
2
4
Sears
68
73
70
70
75
74
75
75
74
75
1
7
Hayneedle
nm
nm
nm
nm
nm
nm
nm
76
76
74
-2
-2
Rakuten.com
72
72
70
70
76
77
74
75
74
74
0
2
Target
70
74
72
75
78
77
76
79
78
73
-5
3
(Continued on page 21)
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CUSTOMER EXPERIENCE ANALYTICS
21 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FIGURE 10: CUSTOMER SATISFACTION SCORES FOR WEB (Continued from page 20)
Average Satisfaction Scores
Across Websites Measured
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Point Change
Since 2013
Point Change
Since Beginning
74
75
74
74
79
78
79
78
79
77
-2
3
Office Supplies
Office Depot
72
73
71
72
77
76
75
78
79
77
-2
5
Staples
71
73
73
77
77
78
78
77
78
77
-1
6
Specialty/Non-Apparel
Vistaprint
nm
nm
nm
nm
nm
80
83
83
81
81
0
1
Shutterfly
nm
nm
nm
nm
nm
nm
nm
80
82
79
-3
-1
Groupon Goods
nm
nm
nm
nm
nm
nm
nm
nm
77
78
1
1
SHOP.COM
nm
nm
nm
nm
nm
nm
nm
74
73
74
1
0
Sporting Goods
Bass Pro Shops
nm
nm
nm
nm
nm
nm
nm
76
83
80
-3
4
Cabela's
nm
nm
nm
nm
82
77
79
81
80
79
-1
-3
Nike
nm
nm
nm
nm
nm
nm
nm
76
77
77
0
1
REI
nm
nm
nm
nm
nm
nm
nm
76
79
77
-2
1
Dick's Sporting Goods
nm
nm
nm
nm
nm
nm
nm
nm
76
76
0
0
Toys/Hobbies
Disney Store
nm
nm
nm
nm
nm
nm
nm
78
82
79
-3
1
Musician's Friend
nm
nm
nm
nm
79
80
nm
80
81
78
-3
-1
American Girl
nm
nm
nm
nm
nm
nm
nm
nm
nm
77
nm
nm
GameStop
nm
nm
nm
nm
nm
nm
nm
77
79
77
-2
0
Toys “R” Us
69
71
72
nm
75
77
75
76
77
77
0
8
nm = not measured
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CUSTOMER EXPERIENCE ANALYTICS
22 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FUTURE BEHAVIORS: WHY WEB CUSTOMER SATISFACTION MATTERS
Owners of e-commerce websites must pay attention to customer satisfaction because of the huge impact it has on the bottom
line. Our analysis found that a satisfied web shopper is far more likely to purchase (online and in stores), remain loyal and
engage in positive word of mouth recommendations than a dissatisfied shopper. When compared to less-satisfied customers,
highly satisfied customers are more likely to do the following (Figure 11).
FIGURE 11: FUTURE BEHAVIOR LIKELIHOOD SCORES FOR THE WEB CHANNEL
FUTURE
BEHAVIORS:
WEB
Highly satisfied customers are x% more likely than dissatisfied customers to …
… purchase from that retailer on the web
67%
… make a purchase from the retailer in another channel
51%
… buy from that retailer the next time they buy similar merchandise
65%
… recommend the store, website, mobile site or app, or company to a
friend, family member or colleague
64%
… be more committed to the brand
63%
… return to the website
56%
… be more satisfied with the retailer overall, transcending the experience
with the website alone (this information translates to a considerable
website contribution to brand affinity)
56%
MOBILE SATISFACTION
Amazon remains the leader in mobile customer satisfaction, but just barely. Last year, Amazon’s score was 5 points ahead of
its nearest competitor. This year Amazon, with a score of 83, leads Fanatics and L.L.Bean by just one point. The top six mobile
sites and applications (Amazon, Fanatics, L.L.Bean, Newegg, QVC and Sony Store Online) are separated by just 2 points.
This year we are starting to see the benefit to some of these retailers from their repeat purchasers. As mobile has become
a habit for holiday shoppers, so has the inclination to actually purchase via mobile, especially after successfully making
purchases via mobile and finding the security and privacy parameters meeting customers’ needs.
During the 2014 holiday shopping season, mobile shoppers were far more likely to use their phones to research products this
year (74%) than last year (55%), and more likely to make a purchase through their phone this year (44%) than last year (25%).
Figure 12 shows the customer satisfaction scores for the mobile sites and applications.
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CUSTOMER EXPERIENCE ANALYTICS
23 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FIGURE 12: CUSTOMER SATISFACTION SCORES FOR MOBILE
Company Name
2011
2012
2013
2014
Average Satisfaction Scores Across Mobile Websites
and Apps Measured
76
79
79
79
Amazon
84
85
87
83
Fanatics
nm
nm
nm
82
L.L.Bean
nm
nm
nm
82
Newegg
nm
nm
nm
81
QVC
nm
83
82
81
Sony Store Online
nm
nm
nm
81
Apple
85
83
82
80
Barnes & Noble
75
79
81
80
Dell
78
nm
81
80
Google Play
nm
nm
nm
80
Nordstrom
nm
nm
81
80
Staples
76
77
76
80
Victoria’s Secret
75
80
81
80
Costco
nm
78
80
79
Gap
nm
nm
78
79
HSN
nm
nm
nm
79
Kohl's
nm
78
80
79
Office Depot
nm
nm
79
79
Walmart
72
75
80
79
Best Buy
76
77
78
78
JCPenney
nm
77
76
78
Target
72
77
79
78
Toys "R" Us
74
nm
78
78
Dick's Sporting Goods
nm
nm
77
77
Etsy
nm
nm
nm
77
Home Depot
75
nm
80
77
Lowe's
nm
nm
79
77
Walgreens
nm
nm
78
77
Macy's
nm
77
77
76
Overstock.com
nm
nm
nm
76
Sears
71
74
75
76
CVS
nm
nm
79
75
nm = not measured
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CUSTOMER EXPERIENCE ANALYTICS
24 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
FUTURE BEHAVIORS: WHY MOBILE CUSTOMER SATISFACTION MATTERS
The impact of mobile customer satisfaction on a retailer’s business is clear. Our analysis found that a satisfied mobile shopper
is far more likely to purchase (online and offline), remain loyal and engage in positive word of mouth recommendations than
a dissatisfied shopper. When compared with less-satisfied customers, highly satisfied customers demonstrate the following
(Figure 13).
FIGURE 13: FUTURE BEHAVIOR LIKELIHOOD SCORES FOR THE MOBILE CHANNEL
FUTURE
BEHAVIORS:
MOBILE
Highly satisfied customers are x% more likely than dissatisfied customers to …
… purchase from that retailer on their mobile device
71%
… make a purchase from the retailer in another channel
42%
… buy from that retailer the next time they buy similar merchandise
51%
… recommend the store, website, mobile site or app, or company to a
friend, family member or colleague
58%
SECTION 3: TOP GAINERS
Amidst the important changes in the retail industry landscape occurring this holiday season, a number of retailers should be
applauded for continuing to invest in improving their customer experiences over the years. These retailers (Figure 14) have
demonstrated a culture of customer commitment and we would expect to see them among the leaders for years to come.
FIGURE 14: NOTABLE IMPROVEMENTS IN CUSTOMER SATISFACTION
Company
Improvement
Since
Sony Store Online
+10
2005
Home Depot
+10
2008
Costco
+9
2005
Toys “R” Us
+8
2005
Avon
+7
2005
Macy’s
+7
2006
Sears
+7
2005
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25 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
SECTION 4: WHAT DRIVES SATISFACTION?
Our calculation of customer satisfaction is a complex one, one that has been time-tested for over a decade in measuring
customer experiences for the world’s leading brands and organizations. It starts with measuring the key factors, or elements,
that determine a customer’s satisfaction in a particular channel. These elements ultimately are what drive a customer’s
experience and satisfaction with a retailer.
In this study, by collecting data directly from shoppers, we’ve learned how customers feel about how well retailers have
performed against the key satisfaction elements, which in turn drive the overall customer satisfaction score. In this model, we
determine the causal relationships between the elements and overall customer satisfaction and can predictably quantify how
much improving a particular element will increase customer satisfaction. Improvements in customer satisfaction in turn drive
the desired future behaviors. Figure 15 below highlights the top priority areas for improvement by channel for the retailers
measured in this study.
FIGURE 15: SATISFACTION DRIVERS BY CHANNEL AND THE TOP PRIORITY AREAS FOR IMPROVEMENT
Driver
Stores
Merchandise: the appeal, variety and
availability of products available in stores
or on websites, mobile sites or apps
Websites
72%
53%
Mobile Sites and Apps
44%
(top priority for stores)
(top priority for websites)
(top priority for mobile sites and apps)
Service: how well the company keeps its
promises about the delivery of services,
whether the employees are friendly and
whether the services provided by the
employees are consistently performed
16%
nm
nm
Store Environment: the layout of the store,
how well the products are organized and
how appealing the store environment is
16%
nm
nm
Price: the fairness and competitiveness
of the product prices
16%
7%
38%
Functionality: the usefulness, convenience
and variety of online features and
tools available
nm
26%
41%
Content: the accuracy, quality and
freshness of information and content on
the website, mobile site or app
nm
19%
22%
nm = not measured
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SECTION 5: WHY DO YOU NEED TO FOCUS ON YOUR
RETAIL STORE EMPLOYEES?
For years, we’ve heard “a happy employee makes a happy customer,” with the implication for retailers being that happy
customers purchase more than unhappy customers. If that is the case, does this mean retail store employees can directly
impact top-line revenue?
To quantify the elusive relationship between employee engagement and customer purchase intent, we paired the results of
the retail chain store portion of this AXI customer analysis with employee engagement data from those very same retail chain
stores, and analyzed the interconnectedness of the two.
We were able to model that the relationship between employee engagement and customer satisfaction exists, is positive and
is significant.
HOW CAN WE HELP YOU?
At Answers, we know that a good customer experience is a leading indicator of business success. That’s why the ForeSee
methodology, our proven approach to customer experience measurement, is rooted in the science of customer satisfaction.
It is based on an academically proven way to measure customer satisfaction that has shown time and time again that
consumers spend more and continue to do business with companies that provide the best customer experiences.
The ForeSee methodology goes beyond traditional customer feedback analysis and simple customer satisfaction metrics to
provide a cause-and-effect framework showing the power that individual elements of your customer experience, such as
associate friendliness, product pricing, website navigation and agent response time, have on overall customer satisfaction—
and how increasing satisfaction with the highest-priority elements will positively enhance your business’s bottom line.
Measuring customer satisfaction using ForeSee, an Answers solution, helps you:
»» Accurately assess your customer experience
»» Prioritize customer experience improvements
»» Support your investment decisions
More than 600 satisfied clients from across industries and sectors use our multichannel customer experience analytics to
gain actionable customer experience insights, drive meaningful and impactful customer experience improvements, and
predict future business success.
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27 T H E A N S W E R S E X P E R I E N C E I N D E X ( A X I ) : 2 0 1 4 U . S . R E TA I L E D I T I O N
ABOUT THE AUTHOR, RESEARCH TEAM, ANSWERS CORPORATION,
AND FORESEE
AUTHOR
Jim Yang, Senior Vice President of Products, Marketing and Services for Answers, oversees product management, strategy,
marketing and services for Answers’ suite of SaaS-based customer experience solutions. He has over 15 years of software
product leadership and general management experience with leading enterprise and consumer brands. Most recently, Jim served
as the vice president of Products & Community for Answers.com, where he oversaw products, community development, content,
usability design and business development. Previously, Jim led product management and usability for Shopping.com (acquired by
eBay) and Linden Lab (creator of Second Life). He also held senior product leadership roles at Yahoo! and Netscape. Jim earned
his bachelor’s and master’s degrees with honors in electrical engineering and computer sciences from the University of California
at Berkeley, and his MBA from Stanford University.
RESEARCH
Research Analyst Julie Anderson has more than 15 years of consulting and research experience in public and private
organizations, with a focus on large-scale data analytics. Through her work as a customer experience research analyst at
Answers, she has extensive experience with customer satisfaction methodologies and in providing voice of customer analytics
with a special focus on digital analytics.
ANSWERS CORPORATION
Answers’ mission is to empower consumers, brands and organizations by connecting them with the information they need to
make better-informed decisions. The Answers Platform leverages the sizable reach of the top-10 Quantcast site Answers.com,
along with its leading cloud-based solutions from ForeSee, Webcollage and ResellerRatings, to enable businesses and
organizations to engage with customers at every interaction point, drive investment decisions from customer insights and
deliver content that powers the customer experience. This platform helps businesses measure and improve the multichannel
customer experience, resulting in better business results. Answers is headquartered in St. Louis with offices in Ann Arbor, New
York City, Silicon Valley, Cleveland, London, Vancouver and Tel Aviv. For Answers, visit answers.com.
FORESEE, AN ANSWERS SOLUTION
ForeSee continuously measures satisfaction with the customer experience across multiple touch points and delivers critical
insights on where to prioritize improvements for maximum impact. ForeSee delivers superior technology and a proven
methodology to connect the customer experience to the bottom line. This enables executives and managers to drive future
success by confidently optimizing the efforts that will achieve business and brand objectives. Visit us at
www.answers.com/foresee for customer experience solutions.
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