Customer Experience Surveys

What is a Customer Experience Survey and How Can it Help My Business?

Customer experience surveys allow us to gather data regarding customers’ opinions and perspectives about their personal experience with your business. The insights gained from these surveys are invaluable, as they provide data that can help identify what matters most to the customer. They unveil problem areas and highlight areas for further growth and development. A customer experience survey is a powerful tool. Creating a customer experience survey is about more than asking how “likely are you to recommend this business?” It’s about asking the right questions and showing you value your customer’s feedback. Learn more below.

1 in 4 of you will loose your job this year

Why 1 in 4 of You Will Lose Your Job in 2020

1 in 4 of you will loose your job this yearYour CFO doesn’t care about your customer experience (CX) surveys. She cares about the health of your business, and it’s unlikely she sees a direct link between your survey scores and the measurements she follows.

Meanwhile, your CEO is focused on your customers, but that doesn’t mean he cares about your surveys, either. As one business leader confessed to me, “I keep seeing these survey scores saying we’re doing great. Then I meet with customers who they tell me how frustrated they are. So I don’t believe in the surveys.”

By extension, that means he doesn’t believe in his CX team.

So by focusing on customers scores, you’re at risk. Forrester predicts that one in four CX pros will lose their jobs in the year ahead, because they aren’t showing business impact.

Measurements Beat Metrics

Metrics are survey scores – that’s what CX focuses on. We’re really into them. They’re nice and neat, and easier to collect.

Measurements are what the business cares about. But they are trapped in operational systems, making them messy and hard to nail down. Lost customers, reorder rates, order size, service costs, repeat business – those are all measurements with financial impact.

That’s where you grab your CFO’s interest. You’re at risk if you don’t tie your program into these measurements.

The Evolution of CX’s Trouble

I see this story played out repeatedly. A customer-focused leader introduces the concept of CX to the organization and builds a CX team. She believes in the power of CX, and the team puts together a survey system and introduces the Net Promoter Score (NPS) system or the Customer Effort Score to the company. All is right in the world.

Until that leader moves on. That’s when things get dicey.

The new boss isn’t steeped in CX philosophy. So she asks a simple question: “How does this impact the business?” And CX struggles to respond in a compelling way.

This happened to a friend of mine. Her boss was terrific, sharing the CX story throughout the company. She loved working for him. Then his position was eliminated.

His replacement met with her still-new team and shared that he didn’t really understand what they did. Furthermore, he said, “So, you have insights – so what? What are you doing to drive the business?”

Suddenly, my friend and her team were at risk of being among that 1 in 4.

How do you ensure you’re one of the 3 in 4 who will keep their jobs?

Or, better yet, how can you become one of the 25% of companies that are able to quantify CX benefits or achieve a competitive edge?

One way that we’ve seen work well is loosely based on the research shared in our book, How Hard Is It to Be Your Customer? Using Journey Mapping to Drive Customer-Focused Change. My co-author Nicole recently addressed this topic here, too. To do this:

  1. show CX impact to drive changeUnderstand what the business cares about. Look for the measurements that matter and find a meaty business problem you can attack.
  2. Identify a journey and customer that impacts that measurement. Start with a journey, because since it involves multiple silos, it likely involves handoffs, a common source of customer friction. It’s also easier to impact than the entire end-to-end experience, as I discussed here. One phrase that came up repeatedly when we interviewed successful CX leaders for our book was “boiling the ocean.” Avoid that pitfall by choosing a focused journey. Identify a clear business problem, then rally your leadership to conquer it.
  3. Form a team that can create CX impact, as we discussed here and here. Involve every silo that touches the journey, including back-end teams such as IT, Finance, and Legal.
  4. Involve customers to learn what’s really driving their experience, so you truly understand what’s causing the lost business or low reorder rates. And remember – you can’t create a customer journey map if you don’t involve customers in the process.
  5. Identify the measurements that matter in the journey. You may have started with a high-level measurement, but you’ll discover many more, such as wait time, number of interactions, and handoffs. Track these as you…
  6. Drive change. Identify what most needs to change and rally your teams around these problems.
  7. Don’t forget to record the CX impact you’re having on those business measurements!

It’s the last part that will keep you out of that 1 in 4 at risk – showing how you’re actually impacting the business. And then bring that back to your CFO, so she can validate that you’re truly driving value.

Customer experience has a tremendous ability to impact your business – there’s no shortage of data to demonstrate that on a macro scale. But that doesn’t give you a blank check. You need to show your CX impact if you want to continue to drive change.

Dustin Kirkpatrick Unsplashed

Are You Ready for Your Close-Up? Using Video to Bring the Customer Experience to Life

Dustin Kirkpatrick UnsplashedThis post, written by Heart of the Customer B2B Practice Lead Nicole Newton, is the third in a week-long series about some of the ways journey mapping differs from traditional market research. Guest authors Corey Pawlak, Cathy McLane and Nicole Newton will share their expertise in recruiting and interviewing B2B customers, why 10-page reports are better than 50-page reports, and using video to bring the customer experience to life. 

As a long-time marketing research practitioner, I am focused on gathering the most accurate data to answer the problem being researched. Why are sales lower than anticipated? Why is our customer retention rate lower than projected for certain product lines? What can we do to make it easier for customers to work with us?

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How to Recruit and Interview B2B Customers for your Customer Journey Mapping Project

This post, written by Heart of the Customer Project Manager Corey Pawlak, is the first in a week-long series about some of the ways journey mapping differs from traditional market research. Guest authors Corey Pawlak, Cathy McLane and Nicole Newton will share their expertise in recruiting and interviewing B2B customers, why 10-page reports are better than 50-page reports, and using video to bring the customer experience to life.

In journey mapping, customer interviews are used to validate, refine and revise internal beliefs about customer perception and experience with your firm. It’s essential for understanding and reflecting the voices of actual customers. Therefore, recruiting customers to interview for the customer journey mapping process is a crucial—yet potentially time-consuming—step.

The first step is to define the targeted interview pool criteria.

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How Journey Mapping Differs from Traditional Market Research

We find a lot of confusion in the marketplace around journey mapping. Some think that journey mapping is just a workshop where you take all the people who created your broken, siloed experience, give them Post-It Notes, and Bam! You have a journey map. Others go the opposite direction, considering journey mapping to be traditional market research with a nice-looking report. It’s this latter group that we’re focusing on this week in a series of posts about what exactly is different between traditional market research and best-practice journey mapping. Read more

Collecting Information About Your Customer’s Journey: What’s the Right Approach?

 

Note: We’re celebrating the upcoming launch of our new book, “How Hard Is It to Be Your Customer? Using Customer Journey Mapping to Drive Customer-Focused Change,” by Mapper-In-Chief, Jim Tincher and B2B Practice Lead, Nicole Newton. In the book, we introduce five journey mapping questions to answer as you launch your customer journey mapping effort. 

Three weeks ago, Jim walked through “What’s the Business Problem or Opportunity?,” two weeks ago Nicole introduced the topic of “What is the Right Journey?” and last week Jim wrote about “Who’s the Right Customer?

Interested in the five journey mapping questions? Watch the intro to our youtube series on the topic here.

Once you’ve defined the customer and the journey you would like to map, you will need to select the best approach to collect information about the experience. 

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How Hard Is It to Be Your Customer Journey Mapping Book

Introducing “How Hard Is It to Be Your Customer? Using Journey Maps to Drive Customer-Focused Change”

How Hard Is It to Be Your Customer book

At Heart of the Customer, we’re pleased to introduce our forthcoming book on journey mapping best practices!

Journey mapping opens up extraordinary avenues for business growth, but only when done wisely and well. Through insight from CX pros, extensive research, and real-world case studies, you can learn the best way to capture your customers’ experiences to drive action that gets results, boosting loyalty, satisfaction, and your bottom line.

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Why your CX Program isn’t “Winning”

Two weeks ago, I posted “Is Customer Experience a Missed Opportunity?” and shared CCW’s 2018 Market Survey. The report discussed the fact that many customer experience (CX) programs are failing to drive change. There were multiple takeaways; only 9% of programs said their primary use of journey maps was “to ‘orchestrate’ predictive and/or proactive engagement,” whereas 31% primarily used them “to fix ‘pain points’ in the experience.” This was one of many reasons CX hasn’t been having a strong impact in many organizations.

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CX – Good People can’t Overcome Bad Data

My wife and I took a long-overdue vacation to Mexico, and stayed at an ocean-side resort over the holidays. At check-in, the desk attendant told us they would upgrade us to an ocean-side room for free. Great! We were looking forward to having a nice view. Five minutes later, he came back saying, “I’m sorry. It turns out the room is already occupied.” The result? While rationally we ended up the same, emotionally we were disappointed that we lost the opportunity for the ocean-side view. Bad data made a worse customer experience.

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Is Customer Experience a Missed Opportunity?

My immediate answer to this is no – there’s a ton of good work happening to improve customers’ experience. But that’s a qualitative response, informed largely by the great work I see our clients doing.

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Stop Bribing Your Employees for Good NPS Scores

We’re early in Customer Experience (CX) capability development, and I absolutely love it! We’re discovering the best practices that our successors will take for granted; “of course that’s how you do it.”

Unfortunately, being in this early stage means that some “best practices” aren’t. Some actually hinder the goal of improved CX – to create loyal customers who love your brand and come back time and again.

One “best practice” that can create a terrible customer experience is paying employees to achieve good NPS, or Customer Satisfaction, scores. This needs to stop.

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