How to Handle Customer Surveys Effectively - CX Lessons Learned from TESO

As CX professionals, we often send out customer surveys. Or perhaps we don’t even send them out, but we do use the content for customer insights or reports. Or to learn where we can improve our customer journeys.

I know that many CX professionals aren't responsible for closing the loop. That’s a shame, because it’s actually a very important part of CX. You can really influence customer experiences and make a difference in your customers’ lives. This is exactly where too many companies fall short. So if you do it right, you’ll set yourself apart from the rest.

Lessons to be learned and actions to be taken:

A. The strategic lens:

Accountability. Find out who is responsible for closing the loop. If no one is responsible, make sure to discuss this and assign responsibility.
Leadership engagement. Tailor your leadership approach to the topic. Does management think it’s acceptable for you not to respond to surveys or reviews? Let them put it to the test themselves, so they can experience firsthand how your company handles feedback. That’s how you’ll build the buy-in you need.
Future insights. Determine how “closing the loop” aligns with your company’s strategic goals and how you plan to act on them. Are there specific customer segments you do or do not want to respond to? Are you focused on turning detractors into neutrals, or neutrals into promoters? Apply your strategic lens and have those valuable conversations.
Business case: Yes, you need to calculate how much it will cost to process all the feedback. Or start with a pilot first to see what the impact is, so you can calculate the ROI later.

B. The tactical lens:

Why – Clearly describe why you do what you do. This will help you explain to team members how “closing the loop” fits into the company’s strategy, what the benefits are, what went wrong in the past, and how this will contribute to the future.
Who —Who will actually take action based on the feedback? Is it the webcare team or the customer contact center? Set aside time and, if necessary, discuss staffing needs with HR. The “who” is often overlooked. But also consider the “who” among customers. Are you following up with the ones who give neutral feedback? The neutral customers? Or only the people who complain? Be very specific.
What – Describe what you need to do. You may need a short script. Always apologize, resolve the issue, and go the extra mile. What kind of small gift could your coworkers give? Help them by outlining what you expect from them. Make sure they log in to the CRM system.
When —Do you call the customer the day after receiving feedback? Do you do it in the morning? How often do you try? But do you also need to report on progress? Describe everything so you can stay organized in the long run.

C. The operational perspective:

This is simply about execution: taking concrete action. Calling customers. Solving problems. Celebrating successes. Getting others involved.

I suggest you think big and start small. Choose a pilot project. Experiment. In the long run, that will lead to your great success.

At the ferry service, they made feedback their top priority (I checked this later). Employees received training on how to handle feedback and turned it into a game. They were proud of their ability to solve problems and reach out to customers. They took care of it and acted on it. As a customer, I felt that too. Now it’s up to you to do the same!

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*****

Nienke Bloem is often referred to as the Customer Experience speaker in the blue dress.

She is a global CX thought leader, educator, and keynote speaker who inspires audiences with best practices and proven methodologies. She runs a speaking practice, a CX game company, and a training business; she lives and breathes Customer Experience and is the author of two books on CX.

Her two-day Customer Experience Masterclass is known as the best program to prepare for the CCXP, and she is the go-to person for CX leaders who want to advance their leadership and achieve immediate results from their Customer Experience transformation programs. Since 2020, she has been hosting a CX Leadership Masterminds program and helping leaders enhance their leadership skills and deliver an engaging CX story, including a solid CX strategy. In addition, she is a modern-day pilgrim and has drawn parallels between her journey and leading customer-centric transformations.

With over 20 years of corporate experience, she speaks the language of business. Her keynote speeches and training programs on customer experience are inspiring and practical. She is one of the few Recognized Training Partners of the CXPA, and her mission is to make customer experience work and help you achieve business results.