Thousands of interactions occur between customers and companies every day. Each interaction has the potential to create a bad experience. But which of these interactions carry the biggest risks? How do we measure and act on thousands of interactions each day continuously and systematically?
With our proven approach that has been validated by vertical and geographical best practices, we help our clients establish customer experience organizations and run “continuous improvement loop” processes using execution oriented and pragmatic approaches.
To begin, we make use of a continuous improvement loop approach to get customer input, make improvement decisions, prioritize actions and track results. At the management level, root cause analysis and periodic reviews are done to prioritize initiatives for structural improvement. At field level, employees exchange feedback continuously to identify improvement needs and are given periodic coaching to help them correct behaviors with the latest customer feedback.
A cross-functional team is jointly responsible for running the improvement loops continuously and share customer experience ownership.
At medium and higher levels of the organization, customer experience KPIs need to play a directional role that encourages Senior Team to embrace and show teamplay in managing customer experience. Accordingly, NPS (net promoter score), CSAT score, TRIM, etc are suitable at these levels. At the touch points, employees need direct feedback on how to do things differently to provide a better experience to customers right on spot. Therefore, actionable KPIs in line with employee’s role and responsibilities need to be used for field staff.
We help our clients build the customer experience KPI tree structure that fits each level’s roles in different functions. After building the tree structure, we work with our clients to set targets for the designed KPI tree.
While operational KPIs may show a booming trend in customer experience performance, company perception among customers may not be so favorable, and vice versa. Also, it is often not enough to know that customers are unsatisfied with us, we should also know why they are unsatisfied to take corrective actions.
We help our clients build customer experience dashboards that bring together insights from the voice of customers and operational indicators to understand both customer perceptions and the reasons behind them.
We can invest in systems, create customer experience divisions, re-engineer processes and the list goes on. Yet, as experience has shown in almost all cases, human factor remains as the most important determinant of success in customer-centric transformation. The question is how do we create awareness and a sustainable desire for change in our people and equip them with skills to deliver?
Awareness, desire, knowledge, ability, and recognition of employees are all must- have’s for any customer-centric transformation to take root and succeed. We incorporate momentum building features in CEM programs to engage employees for customer-centric cultural change and accelerate on their transformation journeys.
In order to measure customer experience ROI and prioritize investment areas, we model and quantify the relationship between customer satisfaction at specific touchpoints along the customer journey vs. tracked business KPIs such as NPS, sales, churn, product ownership, etc. Making use of this understanding of the relationship, we support our clients build a business case on critical customer experience investments and their expected returns.
Quick Diagnosis is ideal for clients who need a quick assessment of their customer experience capabilities at both strategic and operational levels to see where the gaps and priority improvement needs are for a successful voice of customer solution. We typically finalize the diagnosis in a few workshops.