Customer Experience what they are attempting to do as well as their perceptions, expectations, difficulties, workarounds, and alternatives every day. They divulge these details to peers in various communities and forums as well as to your front-line personnel (including those involved in accounts receivable and other transactions). Your organization may be working quite blindly and expending limited resources on research for something that is already within your reach if you don't have the systems and tools to capitalize on this gold mine.
This lesson cost me dearly. As part of my company's (Sonoco) overall quality management strategy, I was given the responsibility of leading a task force with members from multiple nations and divisions to establish a technique for measuring customer satisfaction. Our headquarters were in a remote location, so even though our revenues put us in the top 250 on the Fortune list, our culture encouraged in-depth learning from others. We asked a number of practitioners and providers to visit us after visiting many of them.
In order to track customer interactions and transactions, we created a company-wide survey suite. It included an index and closed-loop case management for any complaints we came across throughout the survey. The answer is that all of this was in use more than 20 years ago. The people I researched did not have a good understanding of what to do with all the data acquired, and this problem still plagues customer experience professionals today.
The next company I worked with did the same thing, except their inspiration came from openly expressing their biggest customer's intense unhappiness. After a lengthy career at Texas Instruments, the vice president of customer satisfaction to whom I reported presented us a model that characterized customer feedback as a lagging indication of business performance.
because it explains what our stakeholders have previously observed. The approach emphasized the necessity for action plans to be developed in order to address the underlying issues raised in customer feedback. It defined action plan progress metrics as anticipatory predictors of future feedback and actions from our stakeholders (customers!).
According to the ClearAction Business-to-Business Customer Experience Management Best Practices Study, success criteria for good customer experience business results include:
dissemination of survey findings to all staff members
Managers of customer experience management techniques cooperating
Owners of important customer experience drivers should take action on the survey results.
Collaboration between organizations to enhance the consumer experience
The benefits of emphasizing customer-initiated comments first and indexes (such the customer relationship index, net promoter score, c-sat, and ease-of-business index) second are as follows:
respect for the current efforts made by customers to understand their world.
Resources should be redirected to focus on intelligence that complements rather than imitates customer-initiated input.
Inform those who first reported a customer issue of their personal impact on the customer experience.
Encourage innovation and continuous improvement of the customer experience across all company executives and staff.
We found that many options for understanding customers are either underutilized or not even taken into account as part of voice-of-the-customer initiatives in ClearAction's four-year research of customer experience practices. Because of this, we developed a customer experience maturity assessment with stepping stones to assist you in achieving long-term CX ROI. The stepping stones for the voice of the customer are shown here:
Recognize and value the feedback you already have from customers, especially that of front-line staff.
If you would like to know read more visit our website: https://www.andyedge.com/customer-experience
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