How do you go about making improvements to the customer experience that will make a real difference for customers?
You know things are not working for customers, you get feedback to say so and you even experience it yourself when you ‘walk in the customer’s shoes’. You are probably already busy implementing fixes, but are you fixing what matters?
The move away from one off or ad hoc customer research studies towards real-time, on-going customer experience management systems has been driven by a recognition that organisations view of the world isn’t usually the reality of their customer experience. Organisations know that it is essential for them to listen to, understand and act upon feedback from their customers.
For companies, there are also a number of feedback sources and channels to tap into for that evidence and insight; from complaints data, to (transactional) nps surveys to social media monitoring, website feedback and contact centre interactions. The integration of these sources into one common feedback framework provides an organisation with a hugely powerful consolidation of what appears to be actionable insight – but it does not necessarily steer them towards the right customer activities.
The problem organisations face is that these customers and their issues that form part of these data repositories are not always representative of the whole base or of the typical customer experience.
There needs to be a more rounded and value based approach.
Questions that come to mind are:
If a typical business only hears from 4% of its dissatisfied customers and for every one of these dissatisfied customers who bothers to complain there are 16 others remain silent; how can you assess what of the experiences of those who do stay silent?
If 10% of customers participate in a survey after having had a transaction or interaction with an organisation; what are the experiences of the other 90%?
Often transactional surveys are based on a set of internally generated assumptions or attributes to be measured; are these the things that the customer values or need to feed back about
In surveys, customers tend to feedback about the rational parts of their experience; what about their emotional experience (as these things are usually high up on the list of customer priorities)
Does highest incidence = biggest issue? Are the most commonly mentioned problems the most important customer related issues?
Is there a cumulative effect? A singular interaction may have low significance, but do cumulative experiences (similar or not) across a journey have a whole new impact (1+1 =3!) for a customer?
Is feedback influenced by possible ‘negative baggage’ or industry perception? This often depends on the sector or organisation, but could be causing over-amplification of issues that a company hears about