As our way of helping you identify & execute on CX fundamentals we’ve put together the following tips, aimed at making your 2013 more successful.
In part one we highlighted the benefits of aligning your brand promise with an intentional customer experience.
In part two I’ll share a few tips on CX measurement to nurture a continuous improvement culture.
5. Make listening your new habit – do your executives and managers regularly listen to customers? This is a best practice with companies who take CX seriously. There are many methods to choose from to suit different customers segments, B2C and B2B. Here are a five simple proven recipes to peruse:
- Invite customers to an internal event
- Listen to live incoming calls
- Share recorded calls (easy to share with managers and senior leaders)
- Align senior executives to key B2B Accounts
- Run a focus group on a topic you know customers rant or rave about
It’s not mission impossible to do, why not pick one and make a start today!
6. Measure what customers actually experience – Do you know how well your customer measures are aligned with your end2end customer experience key Touch-Point?
There is no substitute for regular actionable customer feedback to keep your organisation engaged with CX transformation. Early in 2013 take the time review what already gets measured, what employees actually pay most attention to and where you still have gaps. Customer Experience it’s not all about the numbers. A customer journey spans multiple touch-points. Knowing how your customers feel about your brand experience is critical to your commercial success.
Saatchi and Saatchi state that 85% of decision making is emotional – so when it comes to inspiring your internal stakeholders, help them to understand how what they do, makes customers feel.
7. Follow-up with customers – If you already reach out to your customers through surveys and listening techniques, what proportion of customers do you actually re-contact? A thank you can go a long way. Informing customers about any improvements you are working as a results of their individual or collective feedback is even better. Digging deeper to explore areas of dissatisfaction and why customers rate your company higher than a competitors is a valuable habit to nurture with your internal stakeholders.
When customers invest their time to provide feedback through surveys, social media and general communications, following-up must be a valued daily practice. Find out what level of follow-up already take place and raise the bar on following up with customers for 2013. It’s worth the effort.
8. Track progress – Do you know if the changes your make, result in an improvement for customers? I’d argue it’s tough to know if any change to a business process, service or product enhancement is beneficial to customers unless you can measure CX consistently. Next time you commission an improvement project, ensure that you attach a customer measure to it. Track it and communicate progress broadly.
9. Link customer measures to commercial outcomes – Develop a deeper understanding about the linkages between CX measures and commercial performance. You’ve probably heard the term “show me the money” , but what about “show me how, in my role” for any employee. Some stakeholders will buy-in to the CX factoid that highly satisfied customers will buy more. I’d argue this is not enough and advocate going much further.
To win the hearts, minds and personal commitment of executives, front line employees and everyone in between, you must link your CX Measures to business outcomes. If you use a CX measure like NPS or overall satisfaction, determine the differences amongst customers in their CX attitudes & actual behaviours. Take simple examples such as contract renewals or retention. The likelihood of a Promoter or very satisfied customers “to stay or renew a contract” is far higher than a detractor or dissatisfied customer. We’ve seen differences in the range of ten times more likely to renew with Promoters compared to detractors.
Identifying the segment of customers who are X times more likely to defect or reduce their level of business, will also strike a chord with the toughest bean counters! Take one segment and make a start. The sooner you start the sooner you’ll have these crucial proof points.
To summarise on CX Measurement we advocate a few basic guidelines, think METRIC:
- Make it simple – for the participant
- Easy to understand – for internal stakeholders to listen & take action
- Timely – as close to the customer experience as possible
- Representative – of your target customer segments
- Informative – to get the whole company engaged
- Connected to business outcomes – to show CX makes a commercial difference
If CX Measurement is not your core competency then consider using a safe pair of hands to help you review your existing practices and define new CX measurement solutions for 2013.
Are there any burning CX issues on your mind or things you’d like to tackle in 2013? We’d love to hear from you about your CX ambitions, do leave a comment.
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