The last 10 years of customer-driven innovation has taught Salesforce a lot. While listening is fairly simple (and fun!), using it to inform product planning is much more complex. Integrating customer feedback requires executive alignment, commitment to community, and a solution that is both simple to use and rich in information to help product managers plan effectively. Sound daunting? Well, we’re here to help because today we’re sharing some of the tips and tricks we’ve learned while building our listening machine.
https://www.salesforce.com/blog/2016/12/4-tips-to-turn-customer-feedback-into-action.html/
The voice of the online customer is taking on an increasingly important role when it comes to improving websites and apps. So web analysts and digital marketeers are making more and more use of tools in order to collect feedback from the user. But what type of feedback tool should you use, for which type of use?
https://mopinion.com/5-different-types-of-user-feedback-tools/
Customer feedback is the essential unlimited source for development and inspiration for the whole company. As mentioned by Lincoln Murphy, “You can focus on adoption, retention, expansion, or advocacy; or you can focus on the customers’ desired outcome and get all of those things.”
In this article, I won’t tell you how important it is to act on customer feedback (although if you’re interested, check this article on how to collect customer feedback), but rather share with you the real cases how our companies big and small improved their business KPIs, strategies and culture once they understood the voice of the customer.
http://customerthink.com/5-real-cases-how-customer-feedback-influenced-business-performance/
If you’re on your way to building your first voice of the customer program, you might be wondering if the entire process actually works. And by that I mean, is the customer feedback gathered through VOC programs actually useful and actionable, or should you brace yourself for a flurry of poorly thought out attacks on your industry as a whole? Moreover, one might wonder if the VOC movement is based on results, or if it’s just a way for brands to appear interested in their customer’s opinions.
So CMSWire spoke to five different brands who gave us five different ways they benefited directly from their own VOC programs. The proof, as they say, is in the pudding.
https://www.cmswire.com/customer-experience/5-voice-of-the-customer-program-examples-in-the-wild/
Does EasyJet do well in NPS? According to npsbenchmarks.com EasyJet ranks at a -16. Not good. This is far below the mainline carriers such as British Airways, Lufthansa, or other carriers In Europe. But when your point of comparison is US domestic providers they kick it out of the football arena (or at least through that net thing at the end of the field). Did they have a good day? Maybe. But based on my experience traveling both in the US and Europe, air travel in Europe is a dream compared to the United States.
According to the same site, all US providers are in the positive side of NPS with Southwest at 62, Jet Blue at 59, Delta at 41, United at 10, and American Airlines at 3. Would it be fair to conclude EasyJet has worse service than all the mainstream US providers? Based on NPS alone you might be tempted to say yes.
I would argue it is an unfair and unwise comparison. In fact, this is one of three fundamental reasons why cross-cultural comparisons of many attitudinal metrics (including NPS) are fraught with problems that make their comparison problematic.
http://customerthink.com/a-cx-no-no-cross-culture-nps-comparisons/
Customer-centric businesses put customers at the core of the business, then make policy and process design decisions centered on the needs of those customers. That customer focus compels naysayers to label customer centricity as an ill-advised business strategy.
What happens, those naysayers ask, when your heart pushes you to take action that interferes with a long and prosperous future?
For example, let’s say you need to raise fees, but your customers disagree. Or you have policies in place to secure and protect your institution’s assets, but those policies feel unfriendly to your customers. How can making a decision that is best for customers also be a smart strategy for your business?
https://www.peoplemetrics.com/blog/an-introduction-to-building-customer-understanding/
Your customer experience management (CEM) system is up and running. You are actively listening to your customers and have an impressive 20% survey response rate. You’re measuring NPS and CSAT, and real-time alerts are coming in. That’s great! All signs point to a successful Voice of Customer (VoC) program.
But wait!
Do your customers know that you’re actually listening to them?
Most CX programs today gather customer feedback data and use it to inform company decisions; but not many are coming back to their customers to let them know that their voice was heard. Every survey response is a chance to either improve on a not-so-great experience, or to reinforce and continue building upon an already stellar experience.
Your survey-taking customers are likely out there in the world wondering what ever happened to the feedback they sent you.
https://www.peoplemetrics.com/blog/are-you-there-company-its-me-your-customer/
One of the goals of agile development is to reduce the distance between the developers and the person who will benefit from their labors: The Customer.
When the customer and the developer are close to one another, the idea is that the solutions created are best aligned to what the user really wants. There is a lower chance of miscommunication. Misunderstandings are likely to be cleaned up quickly.
How are you and your team doing on that front?
https://it.toolbox.com/blogs/dennisstevenson/are-your-customers-inspiring-your-scrum-team-012919/
We’ve made a habit of asking our customers for feedback. We ask for feedback inside our software. We ask for feedback via surveys. We ask for feedback after someone talks to a customer service representative. We gather feedback left on review sites. We ask for feedback from our Advisory Board. At last count, there are over 30 different channels through which we ask HubSpot customers for feedback.
Turns out, asking for feedback is the easy part. The hard part is acting on it.
https://blog.hubspot.com/service/ask-for-feedback-and-act-on-it/
Most companies devote a lot of energy to listening to the “voice of the customer,” but few of them are very happy with the outcome of the effort. Managers have experimented with a wide array of techniques, all useful for some purposes—but all with drawbacks. Elaborate satisfaction surveys that involve proprietary research models can be expensive to conduct and slow to yield findings. Once delivered, their findings can be difficult to convert into practical actions. The results also may be imprecise: Our research shows that most customers who end up defecting to another business have declared themselves “satisfied” or “very satisfied” in such surveys not long before jumping ship.
https://hbr.org/2009/12/closing-the-customer-feedback-loop/
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