We thought you would be interested in the learnings from our recently hosted CX Listening Workshop with some of our valued clients.
We explored practical ways of harnessing the voice of the customer:
- framework to examine customer insight opportunities
- practical tools to self-assess “customer insight maturity”
- case studies and lessons learnt in co-designing for customer outcomes
- practical action planning to achieve business results
Organisations have varying reasons for focusing on customer experience. Your organisation goal, like our audience, may see it as a critical part of staying competitive, increasing revenue by improving customer loyalty or as in NSW Government it is a Premier’s Priority. As debated, the Government is now competing with new commercial entrants who are delivering their services via digital transformative solutions so it is not good enough to state we are a mandated service any longer.
Given the focus on improved customer experience, many organisations do not have customer surveys in place to gauge experience or measure progress. And organisations that do have surveys, often fall into the trap of surveying without listening. The key to the workshop was to explore all listening mechanisms.
Andrew Carlton lead the discussion on four categories of listening:
Customer – e.g surveys, call monitoring, compliments and negative feedback
Process – e.g. first call resolution rates, returns/cancellations, knowledge articles hits
Employee – e.g. call calibration, errors, my idea programs
Business – e.g. profit, brand recognition, completion rates
The participants shared fantastic insights on their multiple channels to collect feedback about customer experience. Quite simply one person noted, “If you keep getting the same query or complaint – it’s not the customers problem, it is a problem with your organisation or process”.
Some interesting themes emerged:
- Scoring is being done but not a lot of action
- Many customer experience initiatives are being undertaken but they aren’t being tied together across the organisation
- Customer satisfaction score methodology is unimportant, it is that it correlates to the business objectives so when the number increases so does the business performance
- Simple methods are able to provide powerful insights that when acted on provide focused activity that efficiently transforms services
A great example was shared that the Department of Justice, Victim Services completed. Without customer surveys, they used other voice of the customer process reviews and employee input to identify some significant process improvements that delivered a 10-fold reduction in service time. This meant that victims of crime could get back on their feet sooner.
Andrew left participants with a workbook of practical methods to take to their work environment, new insights and a broader network that will help attendees and ultimately the community. Participant feedback was outstanding with particular interest in the CX Measure Maturity Matrix.
If you would like to learn more, discuss the maturity matrix or meet Andrew please connect as we would be delighted to share.