How to handle customer surveys well - CX lessons learned from TESO
As CX professionals, we often send out customer surveys. Or maybe we don't even send them, but we use the content for metrics or for customer quotes. Or to learn where to improve in our customer journeys.
I know that many CX professionals are not responsible for closing the loop. Which is a pity, because it is actually a very important topic. You can truly impact the customer experience and make a difference in your customers life. This is where too many companies go wrong. So, if you get it right, you diversify from the rest.
Lessons to learn and actions to take:
A. The strategic lens:
- Responsibility. Find out who is responsible for closing the loop. If no one is responsible, make sure you arrange the conversation and responsibility.
- Leadership commitment. Align leadership on the topic. Do they find it acceptable that you don’t react to surveys or reviews? Let them trip over the truth, so they find out themselves how your company is handling feedback. This way you create the buy in you need.
- Future experiences. Determine how closing the loop fits your company’s strategic goals and how you want to act accordingly. Are there certain segments of customers you do want to respond to or not? Do you focus on bringing detractors to neutrals, or neutrals to promoters? Bring the strategic lens and have those valuable conversations.
- Business case: Yes, you must calculate what it will cost, to start handling the feedback. Or maybe start a pilot to see what the impact is, so you can calculate the ROI later.
B. The tactical lens:
- Why - Describe clearly why you are doing what you are doing. This way you can explain to the team members how closing the loop fits into the company's strategy. What the benefits are. What went wrong in the past. How this will help towards the future.
- Who - Who is actually going to act on the feedback? Is it the web care team, or the contact center? Plan time and have a conversation with Work Force Management if appropriate. The who is often ignored. But also think of the who in customers. Is it the zeros and ones you come back to? Or the neutrals? Or just the people who complain? Make it very specific.
- What - Describe what to do. Maybe a little script is needed. Always apologize, fix the problem, and do something extra. What can your colleagues do as a little gift? Help them out, by giving the framework on what is expected. Arrange the logging in the CRM system.
- When - Do you call the customer the day after the feedback? Do you do that in the morning? How many times do you try? But also, do you need to report on progress? Describe all, so you get it right in the long run.
C. The operational lens:
a. This is just about doing it. Calling customers. Fixing problems. Celebrating successes. Getting others involved.
I suggest you think big and start small. Choose a pilot project. Experiment. That will lead up to your big success in the long run.
At the ferry service they gave it their primary focus (I checked afterwards). They had training how to handle feedback and made a little game out of it. They took pride in solving issues and getting back to customers. They arranged it and acted on it. As a customer I felt it. Now it is up to you to do the same
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