We’re noticing a disturbing trend: industry reports are pointing out that most VOC programs are struggling to prove value. Some reports say that as little as 15% of today’s organizations feel their programs are successful. What’s behind that?
Software seems to be getting the blame for the lack of VOC success, but it’s not always the software that’s the problem.
Many companies have the wrong expectation of what software is meant to do in a VOC program. And to make it worse, companies rarely wrap their software investment in the right CX strategy – one that guides action and cultural adoption.
http://customerthink.com/are-you-expecting-too-much-from-your-voc-software/
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/
Over the past few months I’ve chatted with people from a lot of companies who say their 2019 goal is to become more customer-centric.
In each of those conversations, I emphasize that the most impactful change is creating an environment where all employees, regardless of title, see the customer as their North Star. To catalyze this transformation, customer experience (CX) champions should analyze feedback with empathy, operationalize insights throughout their organizations and foster constant communication about their most important stakeholder: the customer.
https://www.cmswire.com/customer-experience/become-a-customer-experience-champion-and-create-a-team-of-champions-too/
I regularly do customer feedback surveys for competitive analysis purposes (full disclosure: ServiceDock is a CEM platform for multi-location businesses). For the most part, I am a genuine customer of the business when I do them and try to think as such, while also making notes on the survey solution. Some of these surveys can be extremely tedious and drawn out, but the most frustrating experience I frequently encounter is when I’m told that there is no chance of a follow-up on my feedback.
The real irony here is that the goal of the exercise is to improve CX, but the process offers terrible CX.
https://customerthink.com/closing-the-feedback-loop-should-be-a-goal-of-great-cem/
That’s not because we lie, although we do surprisingly often. According to a study, 60% of people tend to fib at least once within ten minutes of meeting someone new. 1 » But the truth gap between our words and feelings isn’t always deliberate. We’re just naturally bad at articulating what makes us happy.
An increasing number of marketers are abandoning questionnaires and replacing them with more scientific techniques to probe what’s really on their customers’ minds. And when it comes to measuring a better customer experience, CX professionals should do the same.
http://customerthink.com/closing-the-thinking-vs-feeling-gap-with-electrodes-not-surveys/
How often have you been asked ‘what’s your customer experience strategy?’ Or have you stopped to think how long it took for you to notice the emergence of the ‘experience economy’? As a financial services organisation, you are not exempt from a strategic focus on customer experience (CX). Rather, there’s been a noticeable renewed commitment to CX worldwide.
https://yourstory.com/2018/10/customer-experience-new-game-changer-financial-services/
Competitive product quality and price aren’t enough anymore. There’s no mistaking the fact that customer experience (CX) is a focus as a brand differentiator. According to a worldwide survey by Salesforce, 79 percent of consumers prioritize CX just as highly as products or services when doing business with a company. If that isn’t enough, according to 67 percent of respondents, their expectations are the highest they’ve ever been.
https://www.entrepreneur.com/article/321775/
To experience something is to be alive, to feel and to remember. The CX community often forgets that. As soon as we add the word "customer" to experience, it suddenly loses its depth and becomes yet another marketing buzzword to add to our ever-expanding lists. But for customers, real experiences – whether physical or digital – are still just as emotive and memorable as ever.
So why aren’t CX strategists, whether they’re marketers, technologists, service or support executives, adapting to this idea? The problem is quantification--or more accurately, uninspired quantification.
https://www.forbes.com/sites/briansolis/2018/12/06/customer-experience-isnt-a-thing-its-a-feeling/
Customer experience is critical to the success of any organization. As the 2018 KPMG Customer Experience Excellence report states, organizations that fail to meet customer experience (CX) expectations “rarely get a second chance.”
Yet KPMG and other consulting firms report that customer expectations for CX are rising faster than companies’ efforts to meet those expectations, so it is important for companies to be able to gauge the success of their CX efforts. To do that, they need metrics, and some metrics are better indicators of CX success than others.
Here’s a look at what marketers say are the top five CX metrics.
https://www.cmswire.com/customer-experience/customer-experience-measurement-back-to-basics/
Get customer experience right and profit will follow. That’s the conclusion of a survey by Hotjar of 2,000 CX professionals published in November 2018. Only 12 percent of respondents regarded their companies as being mature when it came to customer experience.
“Customer experience leaders prioritize delivering an outstanding experience over everything else (yes, even over revenue),” the Hotjar survey states. The leaders focus on current customers, rather than obsessing about potential ones. They allocate a regular amount of time every week to make calls, meet for coffee or find out about the support issues of their customers. They follow the Golden Rule of customer experience: “Treat customers how you would like to be treated.”
https://www.cmswire.com/customer-experience/customer-experience-trends-for-2019/
