Getting support for your feedback programs doesn’t only come in the form of executive commitment (for the resources, etc.) but also in the form of employee involvement and engagement. After all, someone’s got to do the work to improve the experience; that’s not necessarily on you as the customer experience professional. Your job is to gather the data, analyze it, glean and share insights, and follow up to ensure that the data is being used as intended.
Where to begin to garner that commitment across the board? What can you do to effectively launch a customer feedback program with commitment from all parties involved?
Data is at the heart of designing and delivering a great customer experience. Without data, you’re literally flying blind. But there’s so much data! And so many different kinds of data. Let’s start there.
I typically think about the data you have about your customers in three different ways: you asked for it, you listened for it through various channels, or customers left breadcrumbs behind as they interacted or transacted with the brand.
Some folks get a bit more technical and talk about earned data and first-party data. What are these? How do you collect them? And how do you put them to work?
“You wake up every morning and drag yourself into the office. You know there’s a reason you drag and don’t skip. The thought of being in your office makes your stomach turn, and you wake up every morning checking your temperature to determine if today might be a sick day rather than a work day.” You know this… it’s a toxic culture. How do you fix it? Read on to find out.
I’ve written about personas several times before and included them in my first book, Customer Understanding: Three Ways to Put the “Customer” in Customer Experience (and at the Heart of Your Business). But one thing I haven’t written about is negative personas. What are they? Why are they important? How do you develop them? How do you use them? Are there any gotchas?
Have you heard of “human-in-the-loop,” or HITL for short? It’s not a new concept, but it has certainly grown in popularity in the last year with the emergence of generative AI and its various use cases. (I know. “Emergence” is an understatement.) AI is probably the hottest topic in CX right now. I’ve had more conversations about this than anything else this year. So, I thought I’d take a look at a concept that might mitigate one of the biggest fears about AI, i.e., that it will cause you to lose your job. Guess what? Maybe not. Here’s just one way to keep you in the game. Or in the loop.
When you’re bringing customer feedback and other customer data from across the organization together to get that holistic view of the customer’s journey and then using that to not only design and deliver a seamless omnichannel experience but also to orchestrate journeys, you’ve reached a high level of VOC maturity. To that every brand should say, “#Goals!”
Find out more in this week’s article!
In this week’s post, Ben Motteram (aka CXpert) shares his interview with Jon Briggs of KeyBank and Tim Attinger of OvationCXM, where they talk about KeyBank’s path to implementing (quite successfully!) their journey orchestration strategy. This is part two of a two-part series.
In this week’s post, Ben Motteram (aka CXpert) shares his interview with Jon Briggs of KeyBank and Tim Attinger of OvationCXM, where they talk about KeyBank’s path to implementing (quite successfully!) their journey orchestration strategy. This is part one of a two-part series.
In a recent article, I wrote about the benefits of a customer-centric culture, but I also mentioned the challenges of deliberately designing such an organization. How does one overcome these challenges? Read on to find out.
Last week, in the first article of this two-part series, I wrote about the concept of employee off-boarding, the opposite of employee onboarding. This week’s article will cover who’s responsible for it and if it makes sense to automate it.