![\"Customer](\"https:\/\/www.customerservicemanager.com\/wp-content\/uploads\/2021\/11\/bs-244355746.jpg\")
\nCX professionals measure their company\u2019s brand health in terms of customer satisfaction outcomes. And because we\u2019re dedicated to metrics, we use post-interaction surveys\u2014such as CSAT, NPS, or your own variant of these\u2014to gauge success, whether overall at the company level or specifically with the contact center.<\/p>\n
As we aim to evolve customer experience over time, many of us are identifying problems with these types of surveys. The generic surveys we\u2019re all used to receiving limit us to delayed insights into our customers’ journeys, and non-specific information about interactions, solutions, representatives, and gaps in the customer experience. Growth as a customer service organization is simply constrained due to reliance on delayed data that doesn\u2019t convey immediate issues.<\/p>\n
As CX professionals, we can do better. In fact, we must, because customers expect better. How can we address timeliness\u2014seeking a customer\u2019s experience immediately after an interaction; and personalization\u2014by including key, relevant details of a customer\u2019s interaction?<\/p>\n
To answer this, let\u2019s take two examples that illustrate how surveys that are more timely, personal, and relevant can help identify specific areas that need improvement, move quickly to enhance operations and experience, and, ultimately, boost customer loyalty.<\/p>\n
Meet Joan: she needs help with an invoice<\/strong><\/p>\n Let’s start with Joan. She\u2019s a long-standing customer who contacts her cable company to challenge a line item on her bill. She identifies herself in the IVR and selects the billing department. After waiting 10 minutes in the queue for an agent, she hangs up. Joan is angry that she couldn’t connect with the company and resolve her problem. She resolves that when she next finds the time to call back in and get the problem corrected, she\u2019ll also make sure to comment on the company\u2019s poor customer service.<\/p>\n I\u2019m going to go out on a limb here and say that Joan is probably not expecting to hear back from that finance department anytime soon. If we took her NPS pulse, she\u2019d probably indicate that she\u2019s a detractor. But it\u2019s an unfortunate part of her journey, and within minutes of her hanging up, her incomplete call and status as a high-value customer is noted.<\/p>\n The next day, when Joan calls back, she is put through to Wendy, who is ready to assist with her billing question and quickly rectifies the billing problem.<\/p>\n Directly after this call, Joan receives a text message inviting her to provide her opinion about the billing department\u2019s responsiveness. It asks her to rate Wendy\u2019s response to her billing problem and her opinion of the company\u2019s commitment to resolving her issues.<\/p>\n The survey recognizes her long-standing relationship with the company, addresses her by name, includes Wendy\u2019s name and the nature of her billing problem, and the steps Wendy took to resolve her problem. It also asks her how the company might improve its customer service: Faster connection with an agent? Easier callback options? How could they improve their invoices?<\/p>\n After completing this survey, she\u2019s no longer angry \u2014 in fact she\u2019s impressed that the company quickly reconnected to close the loop on her billing problem. And the survey itself reinforced the company\u2019s attention to detail and dedication to a good outcome. Quite possibly, this experience has created a long-lasting impression on Joan \u2014 one that she may share with others.<\/p>\n Meanwhile, the cable company has made some valuable observations. The survey goes directly to Wendy’s boss, who can now advocate for a virtual queueing service to remediate the long hold times. It\u2019s also sent to the product and experience design teams, who discover that there’s a system-wide issue with an incorrect bill, and make immediate corrections to help all customers like Joan \u2014 and mitigate the possibility of more frustrated customers calling in.<\/p>\n The key success factors here are timeliness, personalization, and the instantaneous application of customer feedback. Without waiting weeks to see trends, this company can mobilize changes based on real-time feedback. In terms of sophistication, this is several notches above what most companies are aiming for with their customer surveys \u2014 but new technology is making it easy for any company to implement<\/a> just this approach.<\/p>\n Meet Ed: he\u2019s got an urgent technical issue<\/strong><\/p>\n Ed is a repeat-purchase customer. He\u2019s got a technical problem with his electronics product and has been searching the brand\u2019s website support pages to figure out how to fix it. After 12 minutes of fruitless keyword searching and \u201cdid this page answer your question?\u201d frustration, he finally gives up and calls support. He spends 15 minutes waiting for an agent, and an additional 20 minutes online with the agent to diagnose the problem and set up a store visit for a product exchange. Ed is frustrated that it took so long but happy, overall, that his problem is closer to resolution.<\/p>\n Because we can track Ed\u2019s interactions with the brand, we have some useful details about his experience: the product, the problem, the time he spent searching the support pages and the search terms he used, his hold time, and which agent he spoke to. We also know what actions the agent recommended during the call to diagnose the issue, what the agent determined is causing the problem, and that we\u2019ll see Ed soon in a retail store to exchange the product.<\/p>\n Once Ed completes his call, we send him a voice survey that focuses on the product exchange and his opinion of the overall experience. From this, we discover that Ed was frustrated that he had to walk through five different processes with the agent on the phone \u2014 he could have done this on his own in the digital self-serve channel. We also learn that Ed had to be escalated to another rep because the first one didn’t have the knowledge to answer his problem \u2014 it was the more skilled rep that determined he needed to go into the store for a replacement.<\/p>\n With the right tools, these survey results deliver timely feedback into a Slack channel with digital teams so they know they need to add two or three more articles to cover processes performed over the phone. And the team also sees that, for this issue, the customer needs to be routed immediately to a tier two rep after confirming that they’ve done the troubleshooting processes on their own.<\/p>\n This brings drastic improvement to digital containment (customers like Ed will have more self-serve troubleshooting resources next time) and improve average handle time for the agents, since there’s now documentation about this issue and the steps needed to replace the product. And, since agent time is the most costly part of customer service, this instantly reduces operational costs.<\/p>\n 2021\u2019s customers look for responsive CX in 2022<\/strong><\/p>\n As you plan your customer-feedback initiatives for 2022, think about how you might add more timeliness, relevance, and personalization to your surveys. Review what you have learned about changing customer preferences during the pandemic. Think about how you will meet the customer in the channel (phone, text, chat, email, or web) where they\u2019re most comfortable. And, lastly, consider how you will use this information to close customer-feedback loops faster so you can adjust and improve your operations in response.<\/p>\n About the Author<\/strong><\/p>\n If you go the extra mile and seek personalized, timely, insightful feedback from your customers, you can identify and improve contact center operations\u2014and strengthen customer loyalty..<\/p>\n","protected":false},"author":604,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[2],"tags":[12,145],"_links":{"self":[{"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/posts\/29861"}],"collection":[{"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/users\/604"}],"replies":[{"embeddable":true,"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/comments?post=29861"}],"version-history":[{"count":11,"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/posts\/29861\/revisions"}],"predecessor-version":[{"id":29876,"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/posts\/29861\/revisions\/29876"}],"wp:attachment":[{"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/media?parent=29861"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/categories?post=29861"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.customerservicemanager.com\/wp-json\/wp\/v2\/tags?post=29861"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"Matt](\"https:\/\/www.customerservicemanager.com\/wp-content\/uploads\/2021\/12\/matt-dimaria-1.jpg\")
With a tenure steeped in B2B software and IT, Matt DiMaria is focused on bridging the artificial and human aspects of CX technology as the CEO and president of VHT. Overseeing products Mindful and Survey Dynamix, Matt is propelling his company and the customer experience industry toward a philosophy of \u201ccustomer in control,\u201d acknowledging that brands, agents, and customers can all meet their goals with satisfaction, efficiency, and a positive outcome. Connect with Matt at LinkedIn<\/a> and via email<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"