23. May 2013 12:23
As ever, the answer depends on what’s right for your company.
Some organisations prefer a model which relies heavily on supplier expertise and support with many customer experience management activities such as telephone surveys and insight briefingoutsourced. Others prefer a ‘light’ touch relationship with their VoC partner supplying only the customer insight software and technology.
If you have the ‘right’ VoC technology then the resource requirements to manage a global programme can be minimised. Typically in a B2B environment we would recommend a core VoC team of three to four dedicated staff, supported by a minimum of one allocated person per business unit.
The VoC program requires a robust governance structure which delineates clear ownership and operating responsibilities. We strongly advocate the CEO is the programme sponsor, with tactical programme ownership and responsibility for driving program KPIs designated to a dedicated senior executive who is their direct report.
The CX team, whatever its size, can’t be toothless. Their reports and recommendations must be built into the management rhythm of the business. Failure to do so will prevent effective closed loops let alone creating any true systemic business improvement.
It may be an over-used cliché, but don’t put square pegs in round holes! Select staff who are passionate about customers, who have the energy to lead changes in the business. The team involved in your VoC project must be internal champions for the customer.
Start with looking who you have at you touch-points. Talk to them, spend time with them, ask their opinion, and train them. If they are wrong fit don’t hesitate to replace them.
It is these small steps that will send a big message to your customers and to the rest of your business.
30. January 2013 09:37
Our 2012 customer experience research which spanned more than 30 countries highlighted two rapidly growing trends:
A. Organisations are increasingly adopting multiple customer satisfaction metrics
B. Organisations are ensuring that their customer satisfaction is combined with operational information such as financial, segmentation and operational KPIs.
The market has moved on from one size fits all.
This adoption of additional measures, particularly those such as Customer Effort Score has strengthened the ability to correlate the relationship between customer satisfaction and financial performance.
This is an excerpt from our latest briefing paper: