Are businesses ignoring the feedback we customers provide to improve the customer experience? And find out whether you are really listening to what your customers are telling you with our short survey.
Shortly after calling my telecom's provider the inevitable text message pinged onto my phone:
“Based on your call to us today, how likely are you to recommend us to family and friends”. Not very likely, as it happens. Not because they didn’t resolve the issue but because it really wasn’t one of those problems that makes you go out and tell anyone how wonderful/awful it was.
But it did make me ask some questions of my own:
Is the low score I gave the advisor a fair reflection of his performance? Yes, probably BUT the source of the complaint was not him, nor had he been briefed on the issue and he did his best to handle it with limited knowledge. However the scripted answers he gave bore no resemblance to the issue or my requirements.
Is someone actually going to look at the root cause of the issue I have raised, address it, educate staff and perhaps apologise to customers for the mistake?
How is the aggregated stream of feedback about the current offer going to inform the future design?
Businesses big and small are now bristling with the tools and systems to listen to customers better but are they really hearing what they are saying and building this into an improved and consistently delivered experience? I doubt it? Or at least not to the extent that their newly acquired insight enables them to do.
Extensive Voice of Customer programmes are being put in place – great products offering to get a good understanding of what customers are experiencing and saying about their experience, in real time.
However, at their own admission (and those of supplying the products) many businesses are not achieving the full potential of their newly found source of knowledge because the business doesn’t know what to do with it, how to embed it in the business and improve operationally and culturally.
So next time that text message pings up on my screen, I’m going to be thinking about the people looking at my feedback and wondering whether they are really going to make the most of it.
Finally, if you work for one of those businesses trying to work out if you are just hearing the feedback from your customers rather than really listening to it, why don't you follow this link and answer 20 simple questions to work out where you stand.
Even the most deliberate, seamless claims process can be derailed by something that begins as a relatively minor problem and can then be exacerbated by the accumulated stresses of the initial incident and the claims process.
At the very least, insurers need to improve the basics if they are to hold on to their customers and ensure a better experience.
Whether you are an executive about to recruit a new Chief Customer Officer or you have just landed yourself a role as Customer Experience Director and are keen to get going, here’s a simple and pragmatic framework that can help drive your CX agenda from Day 1, whatever the level of the organisation’s customer experience maturity.
Harnessing valuable people data and taking intelligent action should be part and parcel of great people management. Delivering a great employee experience is inextricably linked to delivering a great customer experience. By capturing and analysing people data in the same way that technologies are allowing us to do with customer data and acting on the emerging 'pain points', will lead to a rise in employee engagement.
In 2018 will we see something new in CX or will it be more of the same? If it is more of the same, then the experience gap that has opened will only get bigger. 2018 needn’t be another year of unfulfilled promise. Using the 6 E’s will help your company succeed. Rethinking your CX around my 6 themes will help ensure a Smiling Company and Happy Customers.
2017 promised such a lot. There was the motivation and there were clear opportunities to really begin to make a significant difference for customers and close the recognised experience gap.Success in 2018 will come from a refocus. We have a huge opportunity to close the experience and expectation gap. If nothing else, to be successful in refocusing on the customer
A short-termist approach of ‘fixing’ what may not be working, but isn’t necessarily of value to the customer, of ignoring the customer’s emotional experience and of keeping responsibility for the customer confined to a small number of people within the organisation means we may not see the current disappointing situation change for some time.
There is a real and present risk to this movement towards greater customer centricity and ultimately better experiences for our customers.
Every day we hear more about how technology is changing the world for customers and employees alike. We live in a rapidly developing world where virtual meets reality. Even brands are investing heavily in IT not only to be able to more deliver efficiently their customer experience but also to interact with customers on a more personal (data led) level. The art is to blend digital and real-world together and present one consistent face of the brand.
Building brand value, customer life time value and winning sustainable loyalty need to be uppermost in retailers’ minds. Black Friday customer interactions need to maintain a brand’s story in an authentic way whilst engaging in the customer experience. Think of it as an opportunity to showcase and engage with customers – where the customer’s experience is positive, painless, seamless, and relevant to them.
I would suggest that companies should not focus exclusively on efficiency, simplicity and optimisation of the rational and functional elements of the customer journey; they alone do not make up the whole customer experience.