Editor’s note: Phil Durand is the director of customer experience management at research firm Confirmit, London.
There is almost no such thing as a green field site for customer insight and voice of the customer programs. Whether you are running your own customer experience program, or doing it on behalf of a client, you have almost certainly inherited some legacy elements from a previous initiative. Some give you a great foundation to build on. Other aspects have seen better days. Is the customer experience program you’re dealing with more of a fixer-upper than the envy of the neighborhood?
Like any renovation project, it’s important to take a step back and see which walls are worth repainting and which should be torn down. But first, be sure to pinpoint if and why the house needs more than a spring cleaning. A CX program requires some TLC if:
- It’s outdated: Is anyone using the data? Chances are the channels you’re collecting feedback from have evolved. This is also a sign that the survey questions being asked no longer align with current business objectives. If people are no longer taking action, the problem might have already been addressed or is no longer relevant.
- It’s plain: Is the CX program centered on just short surveys? If so, it’s time to push the envelope. While these programs have consistency, rigor and a strong methodology, it might not deliver the value it should. Try integrating background data with simple surveys to make the process easier on customers and to add depth to reporting. Then CX teams will be able to better prioritize key customers and critical actions with the additional context.
- It’s asking too much: Is the program facing low response rates and even more dismal completion rates? It’s likely that the surveys are too long. The last thing any organization wants is for feedback programs to turn customers off from the brand. Stop trying to ask customers anything and everything. Instead, minimize disruptions to customers and make cuts where it makes sense. Provide the business with a roadmap for where the program is going. Encourage your clients to secure a senior-level, enthusiastic champion to gain buy-in from all departments. Don’t be afraid to kill some reports that aren’t motivating people into doing something different.
- It’s all over the map: Is the CX team trying to do too much? A messy sprawl of a program puts the brand at risk and haphazard data leads to customer-facing chaos. Implement structure, a plan and consistency. Otherwise it will be hard or nearly impossible to connect data.
Beginning the CX remodel
So, what’s the best way to begin a CX remodel? Start with a listening inventory and a renewed focus on connecting (not collecting) data. A listening inventory zeroes in on the parts of the business CX teams need to know about, and which areas should be part of the relationship survey. This is essential for creating a framework, so the right people are asking customers the right questions at the right time.
One thing to bear in mind – you might think you know all the feedback mechanisms that exist in your business. You’re the experts, right? I hate to break this to you but you’re almost certainly wrong. Almost every company I know that has conducted a really thorough listening audit has uncovered a number of entirely ad hoc, self-contained and, in some cases, downright rogue surveys, feedback requests and questionnaires. Brace yourself, there may be a can of worms awaiting you!
Don’t let this put you off. Start off by looking broadly at customer touchpoints – don’t add too much detail too quickly. Audit where there are feedback channels throughout the customer journey to see areas where there’s too much or not enough data. When conducting a listening inventory, follow these steps:
1. Focus on business objectives.
Make sure the team understands and documents the business problems they are trying to solve. Is the goal to impact a culture change? Increase revenue? Decrease expenses? Uncover cross-selling opportunities? Regardless of channel, feedback needs to support the organization’s overall objectives to be meaningful. It’s also important to outline who is responsible. Who is the business owner for this feedback channel? If it’s not clear who is in charge, it’s a telltale sign that the listening channel might not be needed anymore.
2. Look at operational data.
Beyond surveys, you must connect operational data with customer feedback. This delivers greater detail and makes a huge difference when tying everything together later. It’s important to capture and integrate different perspectives to truly get the full picture. By using technology (and a bit of human ingenuity), it’s possible to map, integrate and tame data from across the business to make CX data more useful and actionable. Connecting data from the entire organization doesn’t mean that all forms of feedback collection are owned by the corporate insights or CX teams. Rather, great CX is achieved when ownership is shared across the entire business. Your team becomes critical to driving coordinated efforts to improve experience in all departments.
3. Dive into the questions.
A solid foundation is necessary for customer feedback. When it comes to survey questions, ask: Which questions are being asked? How are you asking them? Look at the survey from a customer’s point of view and think about the questions they would want to answer. Successful surveys have an equal balance of brawn and brains. With attention spans shrinking, try to emulate social media character counts when drafting questions. Move away from academic language and use phrases customers will easily understand. Avoid using internal or industry jargon whenever possible. Don’t make it over complicated – use the types of questions that would be asked face-to-face with a customer.
4. Reconsider when you’re asking for feedback.
It’s not just what you ask, it’s also when you ask it. Timing is critical when it comes to collecting feedback. Is the relationship survey being sent around a customer renewal date? Does the team look at triggers like when people have filed a complaint or purchased an additional product? Keep an eye on customer behavior and tailor the questions based on certain activities.
5. Examine results.
Data can be diligently analyzed but if it doesn’t bring about business change as a result, why bother? While improving NPS and customer satisfaction are fine, can you link your CX activities back to financial metrics like an increase in revenue or cost reduction? Do you have an objective definition of success? Try to be as specific as possible and use hard numbers. Governance is also critical to making CX data actionable. Is there an executive sponsor sharing the results? Is there a dedicated team responding to systematic issues customers are raising? Is there a network of frontline CX champions with a clear role?
A crucial step
Completing a listening inventory leads to improvements in the overall listening system. Whether a CX program requires a complete rebuild, an extensive remodel or a less complicated refresh, completing a listening inventory is a crucial step. Taking the time to audit the program helps protect the brand; ensures efficient use of technology and customer attention; aligns customer metrics; and creates a single source of VOC truth. With a better perspective on how to improve, you can deliver richer insights and enhance customer experience to the benefit of their entire organization.