Effectively Managing your Customers Experiences through Enterprise Feedback Management

Transcription

1 breakfast habits change as they grow older. Take hot cereal as an example, there is a clear relationship between age and consumption incidence: years old: 37% years old: 45% years old: 53% years old: 64% The percentage of those aged consuming hot cereal for breakfast is 1.7 times that of the younger generation (aged 15-24)! The greatness of hot cereal is not to be denied and much appreciated by the older clan. As one becomes older, a lower cholesterol diet is preferred for health and well-being, making hot cereal the ideal choice over others. YOU ARE WHAT YOU EAT The younger generations (15-24s) in Hong Kong have specific needs and wants. In the past, milk may not have been a popular food item in Asia, however, 64% of this younger segment now regularly drink milk in the morning (and 29% have yoghurt drinks) the highest rate among all age groups. They are also the most likely to eat cold cereals or even dim sum (both 49%). Isotonic and energy drinks, which have become a trend in the West over the last decade, are also most popular with this group, with 22% drinking it regularly for breakfast. By contrast, the more traditional drinks such as tea (48%) and coffee (34%) are less popular with them, although still at a reasonably high level. The next group (25-34s), having proudly grown up and leading an active life, sees small changes in their breakfast habits; a bit less milk (58%) or fruit and vegetables (34% lowest score among all age groups). Instead they drink more coffee (38%), could be as wake-up routine, as stimulant to cope with their busy lifestyle; and interestingly, more yoghurt (26% most consumed within this age group). Age brings more responsibilities and more stress, too, to the year olds. Effectively Managing your Customers Experiences through Enterprise Feedback Management Ipsos Hong Kong Thought Piece 2014

2 There has been much talk about Enterprise Feedback Management in recent times, but to many, it may be difficult to understand how to achieve real business success with it. This paper is designed to provide an overview and explain how, when deployed correctly, it can significantly benefit customer-facing organizations. First, let s clarify what EFM is. Effective EFM requires two main components: 1. A software platform responsible for handling customer sample, distributing survey invitations, collecting data and reporting information relevant to user role. 2. A partner company to assist throughout EFM implementation and ongoing delivery with tasks such as face-to-face reviews and data interpretation with insight and actionable recommendations for improvement. Get with the times In today s day and age, traditional forms of customer experience measurement are becoming less useful than they once were. When I say traditional forms, I refer to lengthy questionnaires (50/60/70 + questions) conducted through either a face-to-face or telephone interview and deployed once, twice or maybe three times per year. More and more customers do not have the time or inclination to complete surveys of this nature and such infrequent data prevents a business from being able to be nimble and act quickly. Such extended forms of customer engagement can also reflect negatively on a brand. Compare for instance, the two following examples: 1. An interviewer calling you up in the evening, requesting 30 minutes of your time to run through a questionnaire. 2. An SMS sent to you within a few minutes of your last interaction asking you just two or three questions. 1

3 One is delayed, intrusive (likely to be interrupting your dinner) and lengthy, whereas the other is prompt, unintrusive and quick. At Ipsos, we work with a major Global Bank to measure the customer experience being delivered by more than 3,000 contact center agents. We do this by a) asking the customer if they wish to participate and b) for those who opted in, sending them an outbound SMS asking them two questions about their recent experience. We collect in the region of 15,000 surveys per month for this client with an average response rate of 12%. What s more, their Net Promoter Score (NPS) has increased from the low 20s to the high 40s since the study began. This is a great example of a forward thinking organization that recognized the need to engage with their customers in a modern and appropriate way, which serves to provide them with the feedback they need without irritating their customers. Democratize your data Having worked in Market Research for some time and having delivered studies for many different clients, there has often been one thing that has frustrated me: what is done with the information? We present the data back, heads in the audience nod, but all too often that data serves to feed a scorecard, rather than be used directly to make a change for the better. Even if the findings are disseminated throughout the organization, this will be a slow process often simply due to the size of many of our clients. EFM delivers the data in real-time to hundreds, if not thousands of people throughout the Enterprise, all the way from the CEO to the front line teams interacting with customers every single day. This is achieved via a scalable, online reporting platform, accessible by individuals throughout the entire organization. It s possible for everyone to 2

4 have visibility of the customer feedback at the level relevant to them. For example, a retail branch/ shop manager will see data for their specific location, a regional manager for their specific region and the Director of Customer Experience, everything. The data is democratized and as such, people have something in their hands further enabling them to take ownership of their area and the level of service provided. The immediacy of both the survey invitation and presentation of findings means data is recent, relevant and therefore actionable. Consider the example of a team leader in a contact center who would typically have approximately 10 people in his/ her team. One study could take place periodically let s say once per quarter through telephone interviews. The data would typically require analysis before a report can be produced and as such, they may receive visibility of the findings approximately six weeks after the research was undertaken. The immediacy means data is recent, relevant and therefore actionable. Then on the other hand, consider the same team leader having their own access to an online, real-time platform showing customer feedback for their team immediately after the customer has completed the survey. Imagine how valuable that is for the team leader! They can provide feedback to their teams straight away if desired and congratulate individuals in front of their peers in the event of exceptional service. Equally, in the event of negative feedback, they can speak one on one to others when needed to try and understand what went wrong and identify an opportunity for learning and retraining. It provides them with the necessary data, from which to more effectively manage their teams and the level of customer service being provided. To illustrate how this looks in reallife, allow me to share another example of a client of ours: a Top 10 Hotel Chain with more than 4,000 properties across the world. 3

5 breakfast habits change as they grow For older. this Take organization, hot cereal every as single an example, hotel manager there is a has clear access relationship to their own between data age including and consumption Assistant incidence: Managers and Heads of Departments. In total, this years old: 37% chain has more than 10,000 reporting portal users, years all old: of 45% whom view and access data years at old: the 53% level relevant to their role. years The old: hotel 64% managers see data [insert for chart?] their property whereas a regional manager, for their region only. The percentage of those aged The widespread visibility of guest consuming hot cereal for breakfast is feedback combined with automated 1.7 times notifications that of the allows younger the company generation to (aged be nimble 15-24)! and The quick greatness to act of in hot the cereal is not to be denied and much appreciated by the older clan. As one becomes older, a lower cholesterol diet is preferred for health and well-being, making Relevant hot cereal the people ideal choice over others. within the chain YOU ARE WHAT YOU EAT The younger are now generations in (15-24s) a in Hong Kong have specific needs and wants. position In the past, milk to may do not have been a popular food item in Asia, something quickly however, 64% of this younger segment now regularly drink milk in the morning (and 29% have yoghurt drinks) the highest rate among all age groups. They event are of also any the negative most likely feedback to eat cold cereals coming or through. even dim Relevant sum (both people 49%). Isotonic within the and chain energy are now drinks, in a which position have to do something quickly, whether it become a trend in the West over the be to speak to the teams internally last or proactively decade, are contact also most the popular customer with this to group, resolve with the 22% outstanding drinking it issue. regularly for breakfast. By contrast, the more traditional Stop looking drinks at such your as customer tea (48%) and coffee feedback (34%) are in isolation! less popular with them, although still at a reasonably high level. So your data is telling you that 20% of customers are dissatisfied with the overall level of service provided due to The a combination next group of (25-34s), reasons including having rude proudly grown staff and up long and wait leading times. an This active is a life, high sees proportion small of changes unhappy in customers their breakfast and habits; clearly something a bit less milk that needs (58%) to or change, fruit and vegetables however there (34% is plenty lowest of score information among that we still don t know here all age groups). Instead they drink more coffee For example: (38%), could be as wake-up routine, as stimulant to cope with their busy - Are lifestyle; there any and specific interestingly, days of more the yoghurt week (26% when this most feedback consumed occurs? within this age group). [insert - Any chart?] specific times of the day? - Which staff members / teams? Age brings more responsibilities and more - Which stress, customers too, the are providing year this olds. feedback? - How long have they been customers? - What products do they hold? - How much do they spend? The above seven additional pieces of information would allow for a far more informed and holistic understanding of how to improve the situation. Days and times of the week would allow for specific attention to those periods firstly. 4

6 breakfast habits change as they grow Knowing older. Take which hot staff cereal members as an example, would also there focus is a clear subsequent relationship actions between to a age relevant and consumption team specifically, incidence: and the four pieces of CRM data would enable us to years old: 37% focus in on the most critical customers who impact years our business old: 45% first years old: 53% This wider years old: context 64% adds vital [insert additional chart?] layers to the feedback received, allowing for accurate The percentage interpretation of those and subsequent, aged appropriate action. consuming hot cereal for breakfast is 1.7 times that of the younger generation (aged 15-24)! The greatness of hot cereal is not to be denied and much appreciated by the older clan. As one becomes older, a lower cholesterol diet is preferred for health and well-being, making hot cereal the ideal choice over others. YOU ARE WHAT YOU EAT The younger generations (15-24s) in Hong Kong have specific needs and wants. In the past, milk may not have been a popular food item in Asia, however, 64% of this younger segment now regularly drink milk in the morning (and 29% have yoghurt drinks) the highest rate among all age groups. They Another are also component the most enabling likely to eat this cold cereals wider or context even dim is sum social (both media. 49%). Isotonic and energy drinks, which have In today s world, many customers become a trend in the West over the choose to publicize their feelings via last this decade, method, which are also can most have popular significant with this impact group, on with a company s 22% drinking image it regularly and for reputation breakfast. in the By marketplace. contrast, the more traditional drinks such as tea (48%) and coffee It s (34%) therefore are less an popular important with them, although touchpoint still at to a reasonably monitor high and level. incorporate within a Customer Experience Management program. Returning to the example of our hotel The next group (25-34s), having proudly grown up and leading an active life, sees small changes in their breakfast habits; a bit less milk (58%) or fruit and vegetables (34% lowest score among all age groups). Instead they drink more coffee (38%), could be as wake-up routine, as stimulant to cope with their busy lifestyle; and interestingly, more yoghurt (26% most consumed within this age group). Age brings more responsibilities and more stress, too, to the year olds. client, this chain also monitors social feedback for their properties, across more than 30 online, review sites throughout the world. They re able to do this at location level, meaning each hotel manager can see social media feedback specifically for his/her property. Not only this, but the managers can also monitor online feedback for competitors meaning they are able to benchmark their own performance with competitor groups. This may be other hotels closeby or it could perhaps be more of an aspirational group. Through being able to view solicited customer feedback (surveys) alongside relevant CRM and Operational data in addition to unsolicited feedback (social), managers can truly receive a relevant and universal data set, allowing them to effectively manage their customer experiences. 5

7 Immediate information allows for immediate action As touched upon previously, one component to EFM which is so different to the traditional forms is the amount of time it takes to get the customer feedback into the hands of the business. Compare two months with five minutes. One requires data to be collected, keyed, extracted, analyzed and presented. The other presents the data back to the end user within five minutes of the survey being completed. In other words, in real-time. This can be tremendously powerful as individuals within client organizations can do something with that data immediately! And this brings me to arguably the most fundamental characteristic of EFM: Management. And I stress, Management, not Measurement. Coupled with data being presented in real-time, it s also possible to configure immediate notifications tied to specific question / responses. These alerts can be automatically sent immediately and directly to individuals 6

8 within the company thereby notifying them as soon as a customer registers a particular response (e.g. Very Dissatisfied or a low detractor response within the NPS scale). To illustrate how this works in real life, let me take the example of another client of ours a large Global Insurer with more than 5,000 Contact Centre agents. Ipsos collect immediate feedback from these customers using a multi-modal methodology of Outbound IVR and Outbound SMS. The immediate invitation is deployed within five minutes of the customer ending their conversation with the agent. If the customer rates 0 2 within the 0 10 NPS scale, an alert is distributed to the team leader of the agent the customer spoke to. Upon receiving this , the team leader can do one of two things: they can speak to the agent in their team who handled that customer to understand what may have gone wrong on the call. Secondly, they can proactively contact the customer to either apologize for the service received or resolve with their outstanding query. This is what we call Closed Loop Feedback and when implemented correctly, the process by itself can have a major impact through both increasing Customer Satisfaction and reducing Customer Churn. Closed Loop Feedback, sometimes referred to as Service Recovery is a vital component to EFM and we always recommend its inclusion due to the impact we ve seen it have within our clients organizations. So, EFM can have a significant impact on a tactical level, but the Management part also applies in a Strategic standpoint. We ve found Deep Dive Stakeholder Workshops to be especially beneficial. These workshops typically entail key personnel from the organization to be in one room over the course of three to four hours where we run through a 7

9 off-line and dive into the true reasons behind why customers are saying what they re saying. EFM can truly help organizations change their game detailed review of the last few months of collected data and analyze what it s telling us. Having all the stakeholders together in one room allows for a productive discussion where reasons behind the findings can be explored and processes can be examined particularly those that appear to be causing pain for customers. Although the real-time data is great from an on-the-ground standpoint, it s also important to periodically take a step back and digest the trends and findings A workshop such as this requires facilitation and organization in order to focus participants in the right direction, but when run well, they can play a very important role in driving performance upwards. As illustrated, EFM can truly help organizations change their game, both in terms of raising the level of customer service delivered and in driving customer centricity across all employees throughout the Enterprise. We re able to assist our clients in staying ahead of the competition through allowing them to listen and analyze customer Feedback as soon as it comes in. And last but not least, through a combination of Service Recovery and Strategic Workshops, the effective Management of customer experience is now made possible. 8

10 breakfast habits change as they grow older. Take hot cereal as an example, there is a clear relationship between age and consumption incidence: years old: 37% years old: 45% years old: 53% years old: 64% IPSOS LOYALTY coffee (34%) are less popular with them, The percentage of those aged Ipsos although Loyalty is still the at global a reasonably leader in customer high level. experience, satisfaction and loyalty research with consuming hot cereal for breakfast is over 1,000 [insert dedicated chart?] professionals located in over 40 countries around the world. Our creative 1.7 times that of the younger generation solutions build strong relationships which lead to better results for our clients. This has made (aged 15-24)! The greatness of hot us the The trusted next advisor group (25-34s), to the world s having leading proudly businesses on all matters relating to measuring, cereal is not to be denied and much modeling, grown and up managing and leading customer an active and life, employee relationships. appreciated by the older clan. As one sees small changes in their breakfast About Ipsos: becomes older, a lower cholesterol diet habits; a bit less milk (58%) or fruit and is preferred for health and well-being, Ipsos vegetables is an independent (34% lowest market score research among company controlled and managed by research making hot cereal the ideal choice over professionals. all age groups). Founded Instead in France they in drink 1975, more Ipsos has grown into a worldwide research group others. with a coffee strong (38%), presence could in all be key as markets. wake-up YOU ARE WHAT YOU EAT The younger generations (15-24s) in Hong Kong have specific needs and wants. In the past, milk may not have been a popular food item in Asia, however, 64% of this younger segment now regularly drink milk in the morning (and 29% have yoghurt drinks) the highest rate Richard among all Korn age groups. They are also Client the most Director, likely EFM to eat cold cereals or even Ipsos dim Loyalty sum (both 49%). Isotonic and energy drinks, which have richard.korn become a trend in the West over last decade, are also most popular with this group, with 22% drinking it regularly for breakfast. By contrast, the more About traditional Ipsos Loyalty: drinks such as tea (48%) and In October routine, 2011 as Ipsos stimulant completed to cope the with acquisition their of Synovate. The combination forms the world s third largest busy lifestyle; market and research interestingly, company. more With offices in 87 countries, Ipsos delivers insightful expertise yoghurt across (26% six research most consumed specializations: within advertising, customer loyalty, marketing, media, public this affairs age research, group). and survey management. Age brings more responsibilities and more stress, too, to the year olds. website: