Review Process for Customer Centricity

This process has been adapted from Clicktools Customer Journey Assessment tool
Management – Preparing the organization
Improvements are the reason for feedback, but they won’t happen by accident:

  • Ensure that business and process owners are identified and know their role in turning feedback into action.
  • Teach people basic data analysis and process improvement skills.
  • Publicise and recognise successes continuously – momentum has to be regularly fueled if the program is to become part of the culture. See Happy Customers Happy Employees blog
Feedback is an essential part of the scorecard of all customer focused organisations and is actively monitored and acted on by managers at all levels of the organization:

  • Identify the 2-3 attributes of customer experience that are most important to revenue growth and track them religiously.
  • When presenting feedback results to senior managers, suggest improvements and highlight the financial benefits they can deliver.
  • Remember that losing customers has a significant financial impact. Use feedback to highlight the reasons for churn.
Whilst having everyone collecting feedback is admirable, customers don’t like being bombarded with requests for feedback willy-nilly:

  • Carry out an audit of all feedback activities across the organisation.
  • Build a ‘feedback calendar’ to highlight the times when you gather feedback
  • Create a community of feedback champions to guide the organisation.
Design – Building an effective program
Customers speak with many voices – understand and use them all:

  • Look at existing data sources to see how they might be used in your feedback program.
  • Analyse how customers interact with your company and ensure that you offer feedback channels to suit.
  • Keep abreast of new communication technologies and how they can be used to gather feedback.
Companies can no longer afford to rely on the ‘annual do you love us’ survey. Effective feedback is focused, timely and related to very recent experiences:

  • Identify the key events in your customer journey where feedback should be collected.
  • Define the triggers for these key events – preferably as changes in CRM records.
  • Change the content of your feedback to reflect the roles and concerns of different types of customer.
Administering feedback is a necessary activity but does not add any value – automate it and spend money where it matters; on insight and improvements:

  • Use CRM workflow and lists to automatically trigger surveys.
  • Exploit CRM data to automate segmentation of results.
  • Push results to managers across the organisation using tools they use regularly.
Gathering feedback is part of the customer experience – don’t shoot yourself in the foot by making it a negative one for customers.

  • Use feedback ‘look and feel’ that reflects your brand, not some suppliers pre-designed themes.
  • Review the language used in your feedback to ensure it is consistent with your brand values.
Action – Generating insights and improvements
Busy executives don’t have time to wade through a slide deck – give them only the information pertaining to their responsibilities:
  • Use comparative data to create friendly competition between teams/regions and business units.
  • Provide trend data to highlight improvements or shortfalls in performance
  • Use comments to illustrate the story the data tells
The longer a customer stays dissatisfied the more damage they can do. Turn them into advocates by addressing their concerns rapidly:

  • Use automation to identify and notify staff of cases of dissatisfaction. Supply them with the information they need to act promptly.
  • Set stringent time limits for following up any cases of dissatisfaction and make it clear whose responsibility it is.
  • Ensure that actions and discussions are recorded in CRM so that other staff are aware of the issue and its status.
Customers want you to use their data for their benefit, not just yours. This is only possible if it forms part of your CRM data:
  • Make feedback a visible, easily accessible part of CRM data by tightly integrating CRM and feedback systems.
  • Maintain the links between feedback and the other CRM factors associated with it (e.g. contact, company, triggering event, segment) to improve insight.
  • Train staff how to deal with customers that have reported negative feedback
Effective feedback drives financial performance but this can only be tracked by linking data sources together:
  • Look for relationships between feedback and buying behaviour, product usage, word of mouth and marketing campaign responses.
  • Include feedback in data architectures to maximise the integration and thus the potential for greater insights.
  • Build feedback into customer at risk/propensity calculations to focus retention and upsell efforts.

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