Changing your perspective changes your methods
Last time I wrote about how we need to update our attitude and culture when it comes to Customer Insights. An overreliance on simply collecting and reporting KPIs is making all the information we’re gathering (and perhaps, if we even go this far, analyzing) pretty useless. That uselessness will reflect on the broader effort (insofar as there is one) to improve your Customers’ experiences. If our attitude toward Customer Insights and VoC is simply, “where are we (our numbers)?” then we’ll miss the opportunity to drive better CX: “Where do we want to go (our Customers’ experiences)?”
Too often when leaders (even CX leaders) seek to improve their Customer Insights approaches, they focus simply on better tactics: Can we improve the questions we ask on our surveys? Can we increase the response rate? Can we better segment and analyze the results we receive? Can we follow-up with some of the respondents? That last one at least moves us closer to where we’re trying to get.
But I think those who try this are really barking up the wrong tree. What they need is a perspective shift when it comes to VoC and Customer Insights, not just a tactical change. […]
You’re doing VoC wrong
Sometimes I can get cheeky and say crazy little things like, “Maybe just stop doing VoC?”
Now, I realize that outbursts like that have their provenance in the paradox that is the combination of petulant child and grumpy old man that reside in my own mind. But sometimes there’s more to it, and the more I think of it, there’s a philosophy that emerges (At least with regard to this outburst.)
As of late I’ve started referring to “Customer Insights” instead of “Voice of the Customer” to emphasize the importance of not only looking beyond simply surveys, but also into the analysis required to better understand what your Customers are experiencing and what they think about those experiences. So, it’s two dimensions: Unique and creative sources of insights, but also curious, active, and thorough examination of what data we find. […]
Is your “loyalty” program aligned?
I have a friend in the loyalty business. By that I mean loyalty programs: airline miles, hotel points, punch-cards from your favorite sub shop. We were talking recently and the conversation got me to notice: A lot of loyalty programs don’t really advance their own brand. Sure, they’ll keep Customers coming back (But is it really “loyalty” if you’re more or less giving them stuff to encourage their return? A topic for another day, I suppose.), but consider the dynamic of the entire concept.
Sure, some of these make pretty good sense, at least on the face: Fly with an airline a bunch, you’ll accumulate enough ‘miles’ to use toward…another flight. Visit a restaurant a lot, get a free side or even main course.
But in addition to the conceit of buying off your Customers to continue to come around more (rather than, say, reliably providing brand-aligned experience every time for every Customer), notice that the “reward” for their “loyalty” is…more of your own stuff. Seems a little redundant. Maybe the thought is that, your Customers have demonstrated that they like what you offer (they came in the first place), so why not give them more of what they like, right? On the other hand, they’ve also demonstrated their willingness to pay for what you sell. Everybody likes free stuff, but if you think about it, don’t most of the products and services you purchase yourself come without such incentives? Perhaps the ubiquity of loyalty programs has made us all a little immune to the reality that, in most circumstances, we don’t really need them to encourage us to buy what we want to buy. If they do it well, we’ll come back, even without the freebies.
But what if you’re still interested in recognizing and rewarding your Customers for their continued patronage? Let’s not throw the baby out with the bathwater. Many brands are already doing certain things that I think could help point us toward a better approach. […]
Getting CX Right: Xfinity
Yes, you read that right…
Hold on to your hats, because I’ve actually got something good to say about a recent experience I had with a cable company.
Obviously, this is a very qualified Getting CX Right example: Xfinity, historically is one of the worst brands I’ve ever encountered when it comes to CX. Now, I rarely write long-form about negative experiences with brands as I prefer to call out the good when I see it instead of naming names when it comes to CX failures (sure, I’ll write about them, but usually I’ll mask the brand itself). If you read carefully enough, plenty of my examples about what not to do come from dealing with this very brand.
And it’s true: Their digital and over-the-phone support systems and experiences are, frankly, enraging. More on that in a second.
But the other day I paid a visit to my local Xfinity brick-and-mortar location in Silverthorne, Colorado. […]
You’re teaching your Customers not to bother
In the profession I am, I often interact with brands much more than the average Customer would.
Frequently, I find myself reaching out to an organization simply to offer them feedback, not necessarily because I need help. Usually, it’s after I’ve had an interaction in which I have needed help that I’m moved to ping them just to give them some of my thoughts.
After all, I often think that if you’re (as a brand) not willing to hear people who are directly offering you feedback (rather than simply responding to a survey you’ve sent out for your own purposes), why are you ever bothering with “VoC” anyway. So, sure, I’ll reach out to a brand and give them some thoughts on how their processes are impacting their Customers.
My husband laughs at this, seeing me as Grandpa Simpson outside yelling at clouds, or some Karen demanding to ‘speak with a supervisor.’ But in reality, it’s partly a professional responsibility, and in fact, an obligation… most Customers won’t really go out of their way to offer feedback figuring (likely very justifiably so) that it’ll simply fall on deaf ears. Again, you’ll say that your Customers’ feedback “is important to us!” But do you actually walk that talk? […]
CX Conferences, Heal Thyself!
About a month ago I received an email inviting me to speak at an upcoming CX conference. If you know me, you know that I used to do a lot of these. Between client work, military duty, and domestic obligations, it’s hard to find the time anymore. But this one happens to be occurring at a time when I’m available, so I set up a call with the organizers to discuss details.
It turns out I’m unlikely to appear at this conference because I was informed right away on the Zoom call that, for this “opportunity” to speak, all I’d have to do is sign up and pay the $2,000 registration fee (that attendees are obligated to pay), and book a room—at the group rate, at least—via their website. So basically, this invitation was for me to attend the conference. I was supposed to be incentivized with the prospect of…performing for them for free.
Now, a couple things up front here: […]
