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Author: Stuart Richards

From Surveys to Transformation: Take Your Customer Experience to the Next Level

What does it take to pursue true customer experience (CX) transformation that provides value beyond metrics and triage?

Most brands recognize that customer-listening programs add value to their overall experience. However, almost all struggle to move beyond the basics of satisfaction scores and net promoter scores (NPS).

This has left brands rescuing unhappy customers, rather than preventing negative experiences in the first place.

What does it take to pursue true customer experience (CX) transformation that provides value beyond metrics and triage? The key is to give new value to the voice of the customer.

Whatever a brand’s current level of commitment to learning more about consumers may be, all companies can benefit from an increase in the volume of finely tuned feedback they get from customers. Customer voices provide crucial business intelligence that makes it easier to improve every business unit and every employee across a company.

This shift in how brands include customers in success equations is no longer just a nice-to-have. It’s essential.

The Three C’s of a Great Customer Experience

In most cases, poor customer experiences are not the result of a lack of care or interest on a brand’s part. In fact, most organizations recognize, as Walker Information has predicted, that the customer experience will be their key differentiator by 2020. Nonetheless, companies struggle to determine what people like or dislike about their customer journeys (and to what degree they like or dislike those things). And they try to find ways to elevate insights from buzzwords into actionable next steps.

The companies that are winning with CX have established clear business disciplines around the endeavor and bring a customer-obsessed mentality to every decision-making conversation. To create pervasive change like this, here is a look at three factors that brands should consider before undergoing an organizational transformation: capacity, competence and capability — the three C’s of great customer experience.

Capacity

Capacity is an organization’s overall framework and what it is as an entity. Much like a container, an organization’s capacity defines clear boundaries — both where the company can find future success and what is off limits.

To think through capacity, stakeholders might ask questions such as these:

  • What’s our ideal marketplace and business environment, and what do customer segments look like there?
  • How will changing landscapes (political, economic, socio-cultural) impact our ideal marketplace?
  • Do we have a documented brand identity? What are our brand promises?

Before tackling CX transformation, it’s important to get a read on your organization’s overall level of customer-centricity. This reveals where the business can drive and create growth with consumers and where it’s not following through on its promises. Interviewing a cross section of stakeholders on questions like these will quickly reveal an organization’s capacity. Employees should share a vision for who the company is, and mission statements and values should be common knowledge.

Competence

Competence includes the knowledge, skills, attributes, mindsets and behaviors an organization offers. In the world of CX, an organization’s competence directly relates to how well it can leverage these traits to create competitive CX advantages for users.

Here are some starter questions to determine competence:

  • Do we have leaders committed to alleviating customer concerns and innovating CX strategies?
  • Are our front-line employees armed with the skills required to meet 21st-century customer expectations?
  • Can we respond to diverse client needs and preferences with a smart strategy every single time?

Without the right combination of competencies, it’s unlikely that organizations will achieve success with their intended customers. Stakeholders will find it much easier to drum up internal and external support when people trust what a brand brings to the table.

Capability

Capability focuses on what makes a brand unique, or what the brand is known for when it’s at its best. For most organizations, this boils down to the execution of internal processes and systems that help customers in ways that competitors cannot.

Uncovering capability starts with queries like these:

  • Do we use any collective resources to achieve high performance in areas like CX? What about legal compliance? Sustainability?
  • Are we clearly communicating our uniqueness to people?
  • Does what makes us special now solve for future requirements as a company?

To clarify, capability is more so how people perceive an organization, while capacity is how an organization perceives itself. The more unique and high-performing a brand is, the greater its capability.

Taking stock of these three factors opens brands up to better CX transformation programs that are capable of responding to a myriad of customer expectations. Over time, brands can build upon where these characteristics converge. Expanding these three areas together promotes CX as a universal and complex business discipline that all departments should be eager to support.

Getting Started With CX Transformation

Once you have accessed the three C’s of great customer experience, it can feel daunting to turn the lessons learned into large-scale CX improvements. But there are many strategies brands can use to identify gaps and generate early enthusiasm around the initiative. They include thinking holistically, building awareness and promoting CX awareness.

  • Thinking holistically. It’s important to make time for asking questions about CX. This means both assessing where team members are with CX and providing opportunities for people to raise their own concerns. Benchmarking current capabilities gives all employees the same springboard for tomorrow’s CX conversations and points organizations toward their next opportunities.
  • Building awareness. Creating and socializing a CX transformation framework goes a long way toward enabling more employees to get on board with improvements. Adding a layer of CX consciousness encourages people to think in terms of their customers and moves conversations from conversions to experiences. Positive messaging from the top down positions CX as a responsibility all team members should be committed to, and may even pave the way for the emergence of new CX champions and ideas.
  • Promoting CX narratives. Creating rituals and telling stories about CX successes evokes positive emotions at all levels of the business. People need to hear inspiring stories, whether they’re about overcoming a challenge or doing something really well the first time. Becoming a customer-centric organization also involves a simple showing-up factor. More brands are starting to talk about CX metrics and stories at front-line meetings and are developing new company narratives to include CX language.

What’s most important is coming together now, as an organization, around the goal of operating in more customer-centric ways. Making the right CX transformation cannot happen if stakeholders don’t first take a hard look at how customers are already experiencing a brand. Then companies can build upon these insights to develop CX strategies that delight customers and better highlight their unique capacities, competencies and capabilities.

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Preventing Employee Turnover with Artificial Intelligence

Artificial intelligence (AI) and employee feedback management technology can improve today’s employee experience and reduce employee turnover.

Artificial Intelligence (AI) has been heralded by many organisations as the answer to a myriad of business tasks, such as data analysis, stock management and customer service. Behind the scenes, AI is being used to drive automation and efficiencies that make businesses more responsive to customers in relevant ways to augment staffs’ abilities, and empower them to have more personalized and helpful interactions. AI is also being harnessed to improve the customer experience by intelligently listening and responding to customer feedback and making connections that would most likely elude a human.

In recent years, brands have started to take the journey approach they’ve applied to customers — viewing their interactions as a series of distinct, yet connected experiences – and applying it to employees. Employees sit at the intersection of your business and your customers’ experiences, and thus have a unique perspective on what’s working, what’s not, and most importantly, why.  AI can be utilised to ask employees for their perspective at key moments, for example, immediately after they’ve resolved a customer concern to support in improving overall customer experience.

Learning from the customer journey

Customer demands continually change, with shifting expectations and competitors creating new barometers, metrics and points of comparison each and every day. Nearly all brands survey customers about their experiences, and to a widely varying extent, use that intelligence to make improvements. While this myopic approach may have worked in the past, it will not continue to work in the future. Consumers interact with increasingly sophisticated technologies through multiple channels on a daily basis, and in the process, gain increased expectations of timeliness, personalisation and ease.  For example, dating site apps provide user-friendly, intuitive experiences, whilst many banks offer mobile banking to enable customers to lot into a personalised mobile app and move money with scan of their fingerprint. This means when a customer interacts with a brand and the experience is perceived as more difficult or even archaic in their use of technology, their view of the laggard brand will be tainted. Despite its clear benefits, only one in five businesses across the globe, out of 3,000 surveyed by MIT Sloan Management Review, have adopted some form of AI in their operations. Those brands that readily adopt AI will have a vast range of data at their fingertips and will be able to make critical business decisions much more easily and provide experiences that meet customers’ continually changing expectations.

Forward looking brands are already turning to AI to drive automation and augment human interactions to be more responsive to customers in relevant ways. For example, AI technologies embedded in customer experience feedback can aide in channelling customers to the “right” customer service agent with the suitable emotional and professional background, armed with the customers’ past and recent history, as well as recommendations on how to best engage. Emerging “whisper bots” may serve as virtual real time counsellors, analysing a customer’s words and tone, and then providing coaching to front line staff in the moment of interaction.

Empowering employees with AI

Leveraging AI to empower your employees is one important application of this technology. Wise brands are also harnessing AI to bring employees even deeper into the customer experiences. Specifically, it can be used to prompt follow up questions within an employee and customer experience feedback programme, keying in on what the employee is saying, analyse the data individually, and in aggregate, and then report this intelligence to the relevant people and places across the business who can make changes and key into opportunities. For example, if the AI senses a spike in employees mentioning that customers are calling in with questions on how to operate a product and finding that the problem stems from a part that’s malfunctioning, information can be automatically routed to product, marketing and customer care. Not only does this address customer satisfaction and efficiency issues, employees experience less frustration and a higher level of satisfaction in their own jobs.

The key is harnessing AI across a full range of listening, analysis and reporting processes – in an always-on, systematic fashion – to what employees have to say about both their own experiences, as well as the customer experience. Giving them ownership, as co-creators of the business’ success, creates a fundamental shift in the way employees view and engage in their own jobs, in the success of the brand, and in the relationship with the customer. It’s a non-zero-sum game.

Beyond making efficiencies, AI can be used to understand how employees are faring along their own journeys and professionals and help prevent turnover. The biggest challenges when it comes to understanding employees’ attitudes towards their work and the wider business is keeping open communication. By applying the same technologies and practices more common in customer listening to more systematic and deliberate employee listening, businesses can keep up a continuous flow of understanding about their employees and gain valuable insight into their engagement levels and whether they’re likely to leave the business or perhaps be a key candidate for promotion.

Employee turnover is a key area that if tracked and better understood, major savings can be made. There comes a certain time in the employee journey when they begin to question if they’re a right fit in the organisation. This rings especially true in high-turnover industries like retail, food and hospitality. Predictive technology can determine when an employee’s engagement drops and use this to proactively intervene and provide critical support, reducing turnover and lowering the costs of replacing human capital.

With high training costs and the potential for reduced workload with new staff, retaining employees – even in high-staff volume sectors – is much more cost effective. By closely analysing the employee journey brands can better understand why an employee becomes engaged or disengaged, whether they’re a new hire or a long-time employee.

AI also works to spot patterns in historic data to predict future behaviour. If the data shows that engagement falls at a certain point for specific roles or at distinct milestones, then there is the opportunity to try to change that pattern, and break that cycle. If there is something more profound, for example the company often acts as a stepping stone for millennials in their careers, then being mindful of this pattern can help ensure that recruitment is set up to deal with this engagement curve. As a result customers don’t suffer due to unpredictable employee churn, and their satisfaction does not take a downturn.

Artificial Intelligence should be seen by organisations as a key area of investment over the next five years. Besides improving operations, it can help analyse the points of truth along an employee journey, inform employers about why and when an employee becomes disengaged, and alert managers so they can take the most effective course of action.

Watch the Video – See InMoment in Action

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Blended AI will Improve Customer Experience (CX), But Keep It Human

“We believe that in 2018, the use of blended AI will help improve sales outcomes and reduce customer servicing costs. But, there are implications.” – Forrester

When it comes to delivering prompt, effective service to customers, human customer support agents have their limitations. For example, for all but the biggest multinational companies, customer service isn’t available 24/7. And even during regular working hours, the supply of sales people, customer success managers and support agents is finite, causing wait times, call abandonment, and dissatisfaction (in other words: bad customer experience).

Artificial Intelligence-powered technology is even more limited – even though it’s available 24/7, even the swiftest systems can’t handle anything more than simple or common inquiries (yet). And when was the last time you called customer service with a simple problem? Too many situations are unique. Try to have your problem solved by an algorithm, and even worse CX ensues.

But do you see what I see?

I see two puzzle pieces coming together. Two halves of a potential whole. Two wrongs making a right.

What if we blend them together?

Blended AI, but which path to take?

Forrester qualifies their prediction that blended AI is in our near future by also speculating that it will result in dropping customer satisfaction levels, “as companies drive more traffic to chatbots, self-service, and chat that are not fully optimized to engage customers effectively.”

Essentially, if you use AI/chatbots to replace human interaction, your customers won’t appreciate it.

But, if you use AI/chatbots to facilitate human interaction… well, that’s another story altogether.

There tends to be two camps of thought when it comes to AI interactions with customers and it boils down to whether or not you want your customers to know they are interacting with a bot.

Avoiding Smoke & Mirrors in CX

Lisa Abbott, VP of Marketing at Wootric, believes in transparency in CX and particularly in customer interactions.

“I value brands that I can trust. If I find out your sales development rep is really a bot, I feel foolish for having wished “her” a good day. And, I have to wonder what else you are comfortable hiding from me. It is no way to begin an authentic customer relationship.”

It is important to remember that the customer’s priority is achieving their goals efficiently. If AI can help you get them there faster, customers will be delighted. However, passing a email sender or chatbot off as “Amanda” does nothing to meet customer needs and can risk alienating them if the bot gets caught.

The good news is that there is no need for a charade.

Intercom’s Operator bot was designed knowing that consumers are tired of chatbots that “try to answer questions they shouldn’t and pretend to be human which leads to bad customer experiences.”

Another good example of transparency is Drift’s chatbot — their bot’s language is breezy and human, but it is clear that sales leads are interacting with a bot. It’s fun to interact with their bot, rather than falling into the “uncanny valley” of creepy by trying to pass a bot off as human. Think Wall-E rather than Commander Shepard from Mass Effect 3.

For a good example of B2C interactions, take a look at Levi’s Virtual Stylist. It quickly guides customers through a decision tree to narrow down the broad range of style options offered by Levi’s and adds a human element with a “see it styled” option, which shows customers how other folks have styled the suggested jeans.

In each of these cases, a bot does a masterful job of building customer relationships — as a bot!

Passing the Turing Test

Arri Bagah is the head of chatbots at BAMF media, a growth hacking agency for B2B businesses.

He agrees that chatbots can work well as a customer service tool “especially to help people make purchase decisions faster and more conveniently, answering questions on the fly so people don’t have to wait to get their answers.”

But he believes brands can also use these conversations to start building relationships.

He says, “You can use bots at the top of the funnel to teach, build the relationship, and sell.”

“One thing I’m doing on my own website is to ask visitors if I can walk them through a few strategies to help them reduce their Facebook ads cost. ‘Can I teach you about…[whatever it is]?’ You can put people through that sequence and, at the end, recommend a product that would help them move forward to the next steps. And people can ask questions. I’ve set it up to where the bot notifies me to answer specific questions live.”

Bagah works specifically with Facebook Messenger, but his advice can apply to any AI messaging app. When you start to think of messaging as a relationship-building, educational tool, whole new avenues of interaction open up.

But – according to Arri, it has to sound like a human being.

And there’s a trick to that.

“If you look at how people use messaging apps, they use images and gifs, not just text. That’s what you need to use with a chatbot to make it feel personal and engaging.”

He says he designs his clients’ Facebook chatbots to have personalities.

“They’re funny. They send you GIFs that make you smile. When you nail down that personality, you’ll see people asking ‘is this a person?’ I love those questions!”

According to Arri, when customers can’t tell whether a bot is AI or a human being, you’re getting it right – especially when the bot can pass warmed-up leads to a real sales agent.

Customer Expectations Will Make the Choice for You

If you intend to incorporate AI into your customer experience, you will need to make the decision of whether to disclose the robot nature of specific interactions or not. If you are not sure, it may be wise to gauge your customers’ sentiments around bot interactions, or deploy some testing with both methods and determine which is better suited to your company’s need.

Service is a good start, but blended AI can deliver so much more

It’s not just about quality of service – it’s about quality of data (qualitative data, that is). Website designers and optimizers have traditionally used click analytics to determine the performance of a website, landing page, or SaaS product engagement. But one of Forrester’s predictions for 2018 is that 25 percent of enterprises will supplement click analytics with conversational interfaces that deliver voice-of-customer data.

Conversational interfaces, bots, chats – whatever you want to call them – are treasure troves of voice-of-customer data that can tell you why something doesn’t work (click analytics just tell you something is wrong, and it’s up to you to figure out what). But troubleshooting is just the tip of the iceberg, because once you have a customer talking to you, you can ask them to tell you what they want, need, wish they had, and plain don’t like.

Forget about optimizing your CTA button – you can optimize your business for the best possible CX.

Of course, it’s not quite that simple, because you’ll have hundreds and thousands of conversations coming through.

When you’re working at scale, sifting through qualitative data to come up with business-changing insights is another challenge altogether. And this is where AI can really shine.

One example is InMoment’s CXInsight™ , AI-powered text and sentiment analysis tool that can categorize unstructured feedback based on what matters most to you. Millions of Wootric survey responses pre-train the algorithm to look for important themes, which can be further segmented by buyer persona, user group, sentiment, or even individual. Like the best examples of blended AI, the AI does the tedious, time consuming work of categorizing massive quantities of qualitative data, letting the humans spend their time digging into the insights and taking action.

CXInsight- Instant-AI-categorization

Are you ready to power your CX with AI in 2018?

From customer service to warming up sales leads, from educating consumers to helping derive insights from massive amount of data, AI can do so much to improve customer experience.

But as Forrester predicts, “Having a successful AI-driven customer service or sales program will depend on the processes that support a blended AI approach.”

Our prediction is this: Companies that have the processes in place to support AI and understand what AI tools can accomplish – and their limitations – will be poised to grow exponentially in 2018.

Are you one of them?

Get insights from qualitative data. Learn more about InMoment CXInsight™.

Watch the Video – See InMoment in Action

Check out a quick demo video to learn more about how our solutions can help your team grow your business.

Customer Experience Trends: Are You Memorable or “Meh?”

Learn five key things every CX professional needs to know to succeed in the coming year, based on findings from a 2018 CX Trends research report.

For the past four years, InMoment has conducted an annual study of CX trends. This yearly exercise has become a great opportunity to examine where brands and customers are aligned in their expectations, where there are disconnects, and what we can do to create more innovative and valuable customer experiences.

This year, we previewed the 2018 CX Trends Report with an on-demand webinar in partnership with CustomerThink.com. In the webinar, Brennan Wilkie, InMoment’s SVP of CX Strategy, and I had the opportunity to discuss five trends for 2018 and what they mean for customer experience professionals.

An overarching theme of the report was memorable experiences — both good and bad — what goes into making them, and where brands and consumers sync and diverge.

As a part of our research, we asked consumers if they had a positive, memorable experience with a brand in the past year, and we asked brands if they had indeed created memorable experiences for their customers.

The results were both inspiring and also set a few alarm bells ringing. Approximately 68% of customers said that they had a positive, memorable experience, a fact that is probably music to the ears of anyone invested in the customer experience. The alarming news? Brands believed that they were creating memorable experiences 84% of the time.

While the confidence behind this statistic is admirable, it presents a few dangers from a long-term CX standpoint. There is an almost 20% difference between these two factors, which means that at least a portion of the time, brands believe customers leave with an indelible happy memory, when what they’re actually delivering may elicit a feeling more along the lines of “meh.”

So what’s the big deal? In today’s hyper-competitive environment, a satisfactory experience just isn’t good enough for long-term success. Memorable experiences are especially powerful because they are highly personal, grounded in relationship, and influence future behavior. When your customers feel an emotional tie to your brand, it impacts their future behavior; their relationship with you will inspire them to keep coming back.

This emotional aspect of a memorable experience increases the probability that if you invest in your customers, they will invest in you. This is really a story of good to great. “Good” will get you a bump in metrics, but great experiences are what keep customers coming back, spending more, and advocating on your behalf.   

The other problem with this nearly 20-point disconnect is that it indicates that brands aren’t fully tuned into to their customers. If they were truly listening, they would be a little less confident and a little more careful. Hubris is always a risky proposition because it prevents you from hearing the full story, and puts you in a defensive posture when less-than-rosy accounts emerge.  

In short, good doesn’t equal great, and 20 points isn’t really that close. While brands are accomplishing a lot, there are still many opportunities to understand customers even better. Brands that deliver positive, memorable experiences have identified why customers love them and what makes them special. In the age of the customer, this deliberate distinction is what will separate tomorrow’s leaders from brands that sputter and fail.

Watch the Video – See InMoment in Action

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How Facial Recognition Tech Will Lead to More In-Store Intelligence

Retailers can earn greater customer feedback in-store. Learn three scenarios where facial recognition technology can improve customer intelligence.

Companies say converting more leads to customers will be their top priority over the next year, according to recent research. This is certainly a worthy goal, but it begs a natural next question — how do you keep customers once you have them?

This conundrum is one retailers have been trying to solve for decades. Thanks to new technologies, that’s becoming easier to do in 2017. Recently, Walmart announced a plan to bring Minority Report-style facial recognition technology from the big screen to retail stores to identify and intervene with unhappy customers at scale.

Where Facial Recognition Technology Provides the Most Value

Walmart may not have been top-of-mind when it comes to innovation in the past, but a number of significant tech innovation pushes this past year demonstrate that this legacy brick-and-mortar behemoth is committed to evolving with, and perhaps leading significant change.

Walmart’s stated goal in implementing facial recognition is to understand customer sentiment in real time so staff can provide support to alleviate situations that could damage a customer’s experience around a single transaction, as well as their longer-term loyalty.

But the potential benefits are much broader than simple triage. Here are three scenarios where facial recognition technology can earn retailers greater customer feedback in-store, as well as what retailers can do to productively implement that information.

Understanding the Journey

With facial recognition technology, retailers can examine touch points and flow on the journey purchase and determine how each is impacting the customer experience, including spend, whether positive or negative.

In-store shoppers have many interactions that collectively determine their overall experience. That’s why retailers must work to understand if every single touch point — interactions with sales associates, products, environment, technologies etc. — is working well, and what can be improved if it’s not.

For instance, if shoppers typically leave a retailer’s “Health and Beauty” section more frustrated than when they entered, this indicates issues with experiences specific to that department. Granular insights like these will help retailers make small improvements across their overall in-store customer experiences. Armed with this understanding, human workers can be trained to provide specific types of assistance at various touch points to improve or enrich that specific experience.

Personalizing the Experience

Facial recognition by itself has interesting and helpful applications. However, the real promise lies in using this data in concert with other data sources and analytics technologies to gain a comprehensive understanding of individual customers.

One of the most talked-about buzzwords of the last 18 months has been personalization. And while application of this concept has been used primarily by digital marketers to target offers and content, a study earlier this year confirmed that consumers value personalization during purchase and service interactions above marketing/advertising moments, which they ranked least important of the three.

A future scenario might be leveraging facial recognition to understand when a customer had entered a store, and then harnessing the plethora of other customer and contextual information to serve up a personalized and very meaningful experience, based on past interactions and nimble enough to read and analyze in-store behaviors and sentiment. This stream of real-time “customer experience intelligence” could power everything from targeted offers based on same-day comparison shopping from a customer’s mobile device, to individual customer dossiers to support more helpful associate-to-customer interactions.

Imagine a store manager receiving an alert that a VIP customer had entered the store, a record of her recent browsing history of both your website and your competitors’, her recent purchases, as well as social reviews and feedback she’s given about your brand — along with past and current sentiment. Instead of extending a generic greeting, the technology would augment the floor staff’s expertise to create a very different customer experience, indeed.

Anticipating their Needs

The ultimate promise of today’s emerging technologies and analytics are moving beyond responding to, and instead anticipating, customers’ needs, wants and opportunities for delight. With enough data and time, predictive algorithms can find patterns in past behaviors, and make an educated guess at what customers, and metrics, will do in the future. This allows retailers to avoid drastically bad experiences by preventing the conditions that cause them in the first place. It also allows brands to identify elements of the experience that drive the most positive business and relationship outcomes, and proactively build those into more places along the customer journey.

One national brand we worked with brought together individual store sales data and goals, with customer feedback and sentiment. We ran predictive models that identified which locations would miss sales goals, and exactly why — by location. Armed with this information, each store manager could focus their team on bolstering the experience in ways that both make customers happier, and get them to their monthly sales goals.

In the past, predictive models were run almost exclusively on structured data, and netted a respectable, but still wanting 60% to 70% accuracy rate. By incorporating unstructured human data from facial recognition software, social reviews and survey comments, accuracy can reach well into the 90% range.

Just like any new technology, facial recognition won’t be a silver bullet for understanding and interacting with today’s born-digital customers. However, applied thoughtfully, and in concert with a broader set of data and technologies, facial recognition is set to become a very powerful lens into one of the most elusive and important questions standing between buyers and sellers: Why. Why do they love this and shun that? Why didn’t they purchase? Why did they choose our competitor over our brand? Why do they come back over and over again? Why did they spend more this time than last? Every tool retailers can bring to the solving of this mystery is priceless.

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How to Choose the Best Net Promoter Score Software for Your Business

You’ve decided to implement an NPS program to increase customer loyalty, but now you’ve got to wade through the pool of NPS software service providers to find the best value and match for your company. All of them allow you to ask that all important question, “On a scale of 0 -10, how likely are you to recommend this product?”, but the similarities end there.

Two Step in-app NPS Survey by Wootric

Round Up a List of Prospects

Ask around about the NPS software other companies are using. Resources like Quora can give you ideas to add to you list and oftentimes, you can read reviews of companies. If you come across a survey that you like, reach out to the company to ask who they use. This list of prospects can be as long or short as you want, but we recommend you keep this list to around 5 companies.

What is your goal?

It is vital for you to establish the goals you want to achieve through implementing an NPS program. Are you looking to move your company towards a customer-centric culture? Are you trying to improve your retention rates? Are you looking for growth?

Maybe you’ve used an NPS platform before and now you’re looking for something that’s faster, better, stronger! You’re probably looking for a platform that’s more efficient, easier to use, offers a more modern approach (like in-app messaging), or is more aligned with your stage of growth.

Whatever your goals are, have them handy as you answer these next three questions and have the peripheral conversations for each, guiding you toward the NPS software with a Cinderella fit for your company.

Get all 8 questions and a handy vendor evaluation spreadsheet with our free e-book!

Questions

  1. What is the best way to survey your customers?

You probably communicate with your customers in a number of ways – on your website, through your web or mobile app, via email, social media accounts and possibly even through text. Each segment of your customer base will prefer one or two of these methods over the others, and very rarely will they use all of them.

Some conversations to have around this question include: Who are your stakeholders? Who are the decision-makers, and are they the same people using your product on a daily basis? Depending on your answers, you will want to choose different channels to send your NPS survey.

  1. Which channel do you want to start with?

Everyday, we have people come to us asking about email NPS surveys, unaware that there are other option available to them. If you’ve answered the first question, then you now know that email isn’t always going to be the best fit. Follow-up the conversations you had with the previous question by weighing the pros and cons of each channel. Keep your short and long term goals in mind, as well as the customer segments you wish to reach out to.

There’s no shame in starting small – it’s not easy to take on a huge customer feedback program if you’re just starting out. Choose a channel, pick a customer base and start getting feedback. You’ll eventually find that different customer segments or journey points benefit from different channels, and your NPS program will evolve accordingly.

Expect your Net Promoter Score program to mature over time and select a vendor able to support the increasing sophistication you’ll likely need.

  1. When will you survey your customers?

When it comes to deploying your NPS surveys, there are two primary approaches:

Relationship Monitoring

This approach sends NPS surveys at regular intervals overtime to assess your customer’s overall loyalty to your brand — rather than just their satisfaction with their last interaction.

Checking in at Journey Points

In this case, often called “transactional NPS”, surveys are sent after a customer has an interaction or completes a transaction with your company. This approach works well when you’ve mapped out your customer journey and can find logical points at which to check in with your customers via a survey.

NPS software platforms that can integrate with Mixpanel, Intercom, Salesforce, Zendesk and other systems of record work especially well for this type of timing.

Once you know the approach you need, dig in and see if vendors can deploy surveys the way you prefer. Each vendor has different capabilities. For example, if you are sending email surveys, do you want to do so from your own platform like Marketo or MailChimp? Or do you prefer to upload a list of customers and have the vendor’s software send the surveys?

Is NPS the right question to ask at this journey point? In some contexts, a Customer Satisfaction (CSAT) or Customer Effort (CES) question is more relevant than Net Promoter Score. Learn more.

More to Consider

These three questions will get you started on your decision process. For a deeper look into the questions to answer that will narrow down your list to your perfect NPS software, download our free e-book, We’ve also included a link to a handy vendor evaluation spreadsheet to keep track of everything in this process. Once you’ve established your company’s needs and had the conversations to narrow down your list, request a product demo from two or three vendors who make the cut. You can tell a lot about a company through their demo, including how customer-centric they really are and how they will treat you in the future.

Find out if Wootric is the right NPS software for you. Sign up for a free trial or talk with an expert.

Read Now – The 2024 Consumer Trends Report

This isn't your average trends report – read on to see how your business can lead the charge into a new era of CX.

10 Steps to Easily Build An Integrated Customer Experience Program

A game-changing guide for your team on how to build & implement a competitive, fully-stacked integrated CX program.

Artificial Intelligence, the Employee Journey, and the Millennial Dilemma

Learn how artificial intelligence (AI) and employee feedback management technology can be harnessed to improve today’s employee journey.

Today’s employer is facing a 21st century personnel challenge, one which was almost non-existent for their predecessors.

Previous generations held the expectation that an individual would build a professional career within one industry by starting at the bottom of the ladder and working their way up.

No longer is this the case. With the millennial generation now fully immersed in the professional world, career roles have simultaneously become transient and permeable, reflecting the globally mobile society enabled by the technology boom over the last two decades. No longer is a one single ladder approach king — employment has become a multi-faceted snakes and ladders game.

With such movement, a key challenge faced by employers will be adapting to this professional mobility and introducing mechanisms to keep up with the expectations of employment in the digital age. Technology is now available to support employee retention and artificial intelligence (AI) can be harnessed to analyse the employee journey of today.

AI and the price of employee turnover

Research has found that an individual is now expected to move roles between 10 and 15 times throughout their career, with most under 40 years old moving on after fewer than five years in any one role. With such high turnover, recruiting and training new staff is a costly affair.

Placing emphasis on the employee journey and bringing in new devices to understand your workforce in real time is, therefore, becoming increasingly important to address the wider trend for professional job hopping.

Vital learnings can be taken from the customer experience journey approach, which takes into account a multi-faceted relationship with the consumer across time and numerous events or touchpoints, from face-to-face engagement and service interactions, to electronic surveys and digital personalisation. Emphasis lies on ensuring the customer has access to the brand and is confident their voice will be heard and heeded.

Utilising the assets gleaned from customer experience strategies offers employers an opportunity to repurpose learnings and devices to better understand their employees. Looking at employee experience through a CX lens will allow businesses to spot trends, implement new processes, as well as monitor and evaluate the impact these changes have on overall satisfaction and retention rates.

Like CX, listening to the voice of the employee is fundamental to understanding what makes them tick, and likewise providing multiple avenues through with they can share their feedback is key. Blending smarter technology with best practices can speed up results and is proven to provide more accurate and successful outcomes.

Proactive action is particularly important when factoring in turnover levels and many employers have a reactive approach, only taking steps when a letter of notice is handed in. This process needs to be reengineered so businesses can stay ahead of the game — considering and responding to an employee’s development and feedback throughout their journey with a company.

High turnover rates are especially prevalent in industries such as retail, food, and hospitality, where hours can be unsocial and the demands high. For these areas in particular, predictive and AI technologies can provide real benefit, determining when an employee’s engagement drops, allowing an employer to use this intel and proactively prevent turnover, which in turn can reduce the costs of replacing human capital.

Even more compelling perhaps, is AI’s ability to find patterns across the entire workforce, surfacing traits, events, and employment conditions and where they converge to produce more productive, happier, and longer-tenured staff. With this intelligence, brands can hire, incentivise, train, and even exit employees in a more proactive and productive way.

Employee retention and the influence of AI

With the turn in the generation tide, employees have developed different expectations about their careers — we now live in society where individuals are more or at least equally concerned about fulfilment as achievement. In fact, research has found that 64 percent of millennials would rather be in a job they love and earn less, than have a six figure salary.

Ninety-two percent of millennials also believe that business success should be measured by more than just profit. This is a real marked shift and one employers need to build into their retention and engagement strategies, through from graduate roles up to the board of directors.

Using the latest developments in AI will allow companies to better analyse the points of truth along an employee journey, informing employers about why and when an employee becomes disengaged. This intel can then alert managers so they can take the most effective course of action, and redesign experiences to be more fulfilling.

This technology also has the ability to identify top talent for prioritised intervention. AI allows for a more personalised approach — we’re no longer looking at an A4 paper appraisal form. Similarly to CX strategy, a carbon copy tick-box approach is not the prerequisite anymore, nor can or should it be — any customer of employee strategy needs to develop in symbiosis with the technology available to ensure it is successfully received by today’s consumer.

Getting employees engaged in the CX programme is essential to involving employees beyond just asking about their own job satisfaction. It’s harnessing automated, AI-driven technology to listen, analyse, and distribute intelligence — in an always-on, systematic fashion — to what they have to say about the customer experience. Giving them ownership creates a fundamental shift in the way they view and engage in their own jobs, in the success of the brand, and in the relationship with the customer.

Recruiting through AI

By 2020, Gartner has predicted that 2.3 million jobs will be created by AI, whilst eliminating 1.8 million; AI is not only allowing employers to assess their employees but it also impacting the fundamentals of the workplace and the personnel needed. The most heavily impacted areas will be manufacturing, whilst the influence of new technology in healthcare and education will open up new roles.

In tandem with understanding turnover and employee satisfaction, AI can be harnessed within HR to complement recruitment drives. Some of the most attractive places to work for millennials are companies such as Apple, Google, and Disney.

As far as the workspace goes, these businesses are renowned for their high emphasis on employee welfare and are dedicated to building an employee journey which reflects the values of today’s workforce. Companies like these are setting the bar for employers and opening up the recruitment space to be more dynamic and inclusive.

Using tech and AI to search out the right personnel is also at the forefront of their strategies and, through successful implementation, they have developed a stable and highly skilled workforce.

The issue of recruitment is also less focused on a localised approach — the hunt for exceptional personnel has been launched on a global scale and tools such as Skype facilitate this search, bringing the recruiter and prospective employee into closer contact than ever before. Like with CX, the use of AI gives access into new realms of contact with the individual.

AI in recruitment strategies is designed to reduce or remove time-intensive admin tasks such as manually trawling through CVs. Successful use of AI can be implemented to support HR and refine employment drives, with new technology being developed to even predict a potential candidate’s likely performance in a particular role.

The key to truly understanding recruitment, retention, and turnover rates in today’s society is harnessing AI across a blended range of listening, analytical and reporting processes. Taking an always-on, systematic approach will help empower the employee and imbibe confidence in the brand ethos. Ultimately, opening up two-way communication through the vehicle of technology will give employees a sense of ownership as co-creators of the employee experience.

This in turn will create a fundamental shift in the way employees view and engage in their own jobs, in the success of the brand, and in the relationship with the customer.

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B2C Influence on B2B Customer Expectations

There are obvious differences in the way B2C and B2B companies engage, interact with, and serve their respective customer bases.  Traditionally, this was appropriately based on significant differences in expectations from those customer groups.  However, recent research is indicating that this expectation gap is evaporating at an alarming rate.

This should not come as a surprise.  At the end of the day, the B2B buyer is a consumer too.  As such, they have become accustomed to dealing with B2C brands that provide intuitive, interconnected, accessible, real time, personalized experiences.  It would be unreasonable to think these same consumers readily change hats when entering their B2B buyer roles, and not expect to interact with their vendors in the same way.

Customer Expectations are Evolving

Recently, a client of ours shared a quote from one of their largest customers that perfectly describes the convergence of B2C expectations on the B2B world:

“Shouldn’t I expect the same level of service when I spend $50M with you, as I do when I buy a $50 pair of shoes?”

The truth is, the proliferation of digital capabilities in our everyday lives has established completely new standards and expectations for:

  • Ease of engagement
  • Access to information
  • Response time
  • Seamless experiences
  • Knowledge of interaction history
  • Capture of profile details (even needs, wants, preferences)

Thanks to disrupters like Google, Amazon, Uber, Netflix, and apps for daily banking and grocery ordering, we see lots of examples of how customer expectations are evolving.  In studies conducted by Salesforce and McKinsey, the importance of modern customer experience technology capabilities on customer expectations is glaringly evident:

  • 70 percent of consumers say technology has enabled them to easily take their business elsewhere for an experience that matches their expectations.
  • 75 percent of consumers expect a consistent experience whether mobile, in-person or social

These studies further demonstrate how these changing B2C expectations are impacting the B2B environment at an accelerated rate.

  • While 64 percent of B2C consumers expect companies to interact with them without delay, 80 percent of B2B customers expect companies to interact with them in real time
  • And while 72 percent of B2C consumers expect companies to understand their unique needs and expectations, that number is 89 percent for B2B customers

But before investing heavily in next generation CX capabilities to create an “Amazon like experience”, it is critical to understand what your specific customers value.  In other words, what improvements will result in them buying more, buying more often, staying longer, and referring others.

Understanding and Prioritizing Customers’ Needs is Critical

That is another reason Voice of Customer (VoC) is so important.  Without proper understanding of your specific customers’ requirements, the significant cost, time, and potential disruption associated with major technology enhancements, may not even deliver the change in customer experience or buying behavior you expected.  We should start by validating what customers need, value, and are willing to pay for as they interact with your specific product or services.

In addition to selecting the right customer experience capabilities, prioritization is also critical.  Your specific customer base may not be interested in certain B2C type engagement models, or may not be ready for them based on a variety of factors like their own internal limitations, complexity or employee demographic.

Only with a detailed understanding of the specific expectations and values of your customers can we establish the right process improvements, technology road maps, metrics, communication and action plans that will have the greatest potential impact on customer experience and your business performance.

About CCS:

Customer Centered Strategies (CCS) helps companies to remove internal process barriers to providing great customer experiences.  Voice of the Customer (VoC) is used to understand the moments in the customer journey that matter the most, and to prioritize those high-value Business Process Improvements (BPI) that will drive customer experience, loyalty, and revenue growth.

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Combining In-store and Online for a Unified Retail Experience

Examples of how successful retailers use in-store and online customer experiences to complement one another to further brand success.

Since e-commerce sites have exploded onto to the retail scene, they have gained an incredible amount of traction. Online retailers such as Amazon and Zappos have been so popular that in the past few years, they have posed a serious threat to the success of brick-and-mortar locations.

It’s true, many customers today are skipping their trip to local stores and buying their everyday items online. Perhaps this is because of the convenience, but another major differentiator for online retailers is the generally superior customer experience. In fact, InMoment’s recent Retail Trends Report stated that online-exclusive retailers boast the highest customer satisfaction score of 54%.

These numbers can definitely be intimidating, but should traditional retailers run for the hills or keep looking for ways to compete with these online giants? Luckily, there is another option: complement, don’t compete.

One of the key factors of a great customer experience is making sure customers have a unified experience with your brand. Normally we think about unification in the context of the buying process, making sure that the experience is consistent from greeting to check out, but this is also relevant when it comes to where your customers shop.

Whether they’re walking through the front door or opening up your home page, a customer should have a clear idea of who you are as a retailer. This means that it should be as easy for them to make a purchase in store as it is online.

With this philosophy in mind, I would argue that the introduction of online retailers has been good for brick-and-mortar locations in that it has inspired them to step up to the CX plate and thus, better their business. In fact, a recent study saw that in 2017, there were more new store openings than closings, and that store openings will likely exceed closures through 2021.

It’s clear from these numbers that physical locations aren’t going anywhere anytime soon, so it is more important that brands learn to unify their in-store and online experience so they complement one another.

Amazon is doing this exceptionally well. The brand is typically known as an online-only retailer that provides enviable customer experience and convenience, but this week, they will be making a major change. The retailer is opening their first brick-and-mortar location, Amazon Go, where shoppers can pick up ready-to-go meals, groceries, and chef-made meal kits. The best part? No check out. Simply open the app on your phone, pick up your items, and walk out the front door.

In opening a storefront, Amazon may be making a major change, but they are keeping their customer experience consistent; it still offers the convenience that the company is famous for (such as no lines, for example), but they aren’t sacrificing personable customer experience either: Amazon Go will be staffed with knowledgeable employees who can help customers and suggest new items.

There are many other great examples of how in-store and online experiences can complement one another to further brand success. This forward-thinking attitude can make the difference between providing an experience that is merely mediocre and one that is truly optimized for long-term loyalty.

To keep up with the latest CX developments and trends, check out InMoment’s 2017 Retail Trends Report!

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Six Areas of Focus for an Optimized Patient Experience

Six areas of patient experience that healthcare organizations and providers can focus on to provide patients with valuable, meaningful experiences.

Every organization in the healthcare industry knows that there is a lot to gain when they improve their patient experience, but achieving this goal is easier said than done.

As with any goal, there are many obstacles and pitfalls that can greet you on the way to success. If you set out immediately with no plan of action, your path will undoubtedly be more difficult. That’s why I always suggest to clients, regardless of their industry, that they prepare heavily and intentionally before they launch their customer experience (CX) program.

A vital part of preparation is identifying which areas to focus on within your company. This can be done by reflecting on areas of concern that are already known to you, but it can also mean reassessing existing customer data for insights that may have yet to be surfaced.

This step can be time consuming, especially for the healthcare industry. In order to help you prepare for any new CX effort you may be launching, I am going to list six areas of patient experience that healthcare organizations and providers can focus on to provide their patients with valuable, meaningful experiences.

1. Quality of Care

This may seem like a given for anyone in the healthcare industry, but quality of care encompasses much more than ensuring a patient’s health. Where patients mostly utilize healthcare services when they are ill, they don’t just want to be treated and steered toward health, they want to be treated with respect and compassion.

As revealed in our latest eBook, research shows nurse and doctor empathy are two of the top three factors that matter most to patients, with procedure outcome coming in fourth place. This proves that when assessing their quality of care, healthcare organizations and providers need to consider not only the patient’s health outcomes, but also if the patient felt genuinely cared for.

2. Availability of Services

Another major area of concern for patient experience is how available healthcare services are for patients. If a patient is sick or otherwise in need of care, the last thing they want to hear is that the next available appointment is in weeks or even months. This is why is it crucial to be intentional when scheduling providers. Customer experience analytics can provide you with insights to help assess what times are most popular for patients to book appointments, making it easier to optimize scheduling to avoid frustration.

3. Environment and Facilities

Having a clean, comfortable environment can make a major difference to patients. Longer waiting times are common when waiting for healthcare appointments, so creating the best environment possible is vital. Something as simple as keeping reading materials or beverages in the waiting area can put them at ease and pave the way for positive experiences.

4. Safety and Infection Issues

This point closely relates to the previous area of focus, but it is important to emphasize cleanliness and adherence to safety precautions in the healthcare industry. Failure to keep surfaces clean and keep certain supplies stored appropriately can have serious consequences. Not only is there a higher risk of infection and other injuries, but the impression of uncleanliness can seriously affect a patient’s confidence in their healthcare provider.

5. Billing Cost

One of a patient’s biggest deterrents from scheduling an appointment with their healthcare provider is price. Even insured patients are afraid of being being over-billed for services rendered, and no matter how much they may need to see a professional, this fear can keep them from coming in at all. This is why it is especially important to be vigilant and purposeful when billing insurance companies. It can also be helpful to take the time to explain the billing to patients so they understand the necessity of each item on their bill, especially because keeping the patient informed is the second most important factor in positive patient experience.

6. Return Visits

Encouraging patients to return after a period of time for a follow-up appointment can help improve patient experience for multiple reasons. Firstly, it is a great way to ensure outcomes improvement and keep a close eye on any condition or recovery process. Secondly, it demonstrates to patients that you are invested in their health. This knowledge alone shows an excellent quality of care and can make a big difference in how the patient feels leaving their appointment.

Planning a CX program can be complicated, but when you have predetermined areas of focus, you are better armed with ideas on how to address each area. That being said, getting leadership to actually commit  to improve patient experience is half the battle. If you know any decision makers who are still on the fence, check out our newest eBook, Three Reasons Health Systems Should Invest in Improving Patient Experience.

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GenderGraphics: Are Auto Retailers Delivering “Gender Savvy” Experiences to “Every Customer”?

GenderGraphics: The study of differences between men and women according to their psychological makeup…how their attitudes, values, fears, etc. differ from each other. In retail auto, how the genders differ in their wants, needs and desires when buying or servicing a vehicle.

It’s 2018, and some are saying that this might very well be the “year of the woman”.  But in automotive, that moment arrived a few years back. And it arrived in the form of the SUV, where women, both young and mature, single and otherwise, either make the decision to buy entirely on their own or have “veto power” over final decisions to buy.  Research also reveals that women are less satisfied than men with the “experience” they receive when buying or servicing their vehicle.

A Sales Force Still in First Gear

In the past, the typical, mostly male sales force, relied on the same old “meet and greet” word track that’s been around for decades.  And I guess it worked OK, because, in my opinion, past customers, especially women, had to lower their expectations when it came to car shopping and servicing. Those expectations will dramatically rise in the future for all dealership customers, but especially for women.

In the future, the old multi-step process of developing rapport, presenting features/benefits, handling objections, etc. will need to be boosted to a higher-level skill set that include more subtleties and nuances in order to connect more with the customer’s feelings.

And I believe that new sales process will also include a healthy dose of GenderGraphic awareness, that will create for women a culture of care. Women car customers don’t want to be treated equal to men, they want the salesperson to show a level of “care” not so highly valued by men.

Even if some present-day salespeople are skeptical that women need to be sold differently, I’m pretty sure they do realize the power of women to “veto” any car transaction with as little as the look on their face.  That “veto power” is just as critical as the amount of influence women have in closing that sale. 

“Memorable Experiences” Become Just as Important as Price

I spoke of the behavior change needed in retail auto in a letter published recently in Automotive News, “Train to Adjust to the New Customer”. Here is a quote from that letter:

“Before retailers do anything, they need to answer this question: What is the profile of my existing and future customer base, and how is that reflected in both the demographics and communication styles of my front-line staff?”

And that profile of the future customer base will include women decision makers more and more—buying on their own or using their “veto power” to determine if the decision to buy goes forward.

A Message for Dealers About Hiring/Training/Retaining Gen Y Sales Staffs

Integrate GenderGraphics more into your training plans, especially when it comes to SUVs.  Again, from my article in Automotive News:

“By educating your front line about the needs and communication styles of the new customer, you’ll get more business. Plus, the fact that you can show potential millennial and female hires that you are proactively training to adjust to their needs as customers will aid in the recruitment of those two groups for employment.”

GenderGraphics and Millennials

The entire retail arena is intoxicated with Millennials, including automotive. But auto retailers might want to consider digging a little deeper into the GenderGraphics of Gen Y, especially when it comes to driving. See the graph below? Millennial women not only retain twice the number of drivers licenses as young men, but they also outnumber men significantly in purchasing the hottest category besides trucks, small SUVs. Check out this recent article that featured research done by MaritzCX:

“There’s a group of single, professional females out there that need vehicles, and you need to be attentive to them,” said James Mulcrone, director of research services in MaritzCX’s Michigan office, who has studied trends among female car buyers. “They’re going to make money, they’re going to make their own decisions, and they can be very loyal consumers.”

This graph from that same MaritzCX data supports the fact that women virtually own the compact SUV market.

Graph showing license ownership by gender

And this graph compares the number of Gen Y female driver’s license holders compared to young men.

A graph showing the number of Gen Y driver's license holders

My prediction is that GenderGraphics will play just as important role as demographics and Psychographics in retail auto.  Especially in the hottest category of vehicle next to trucks, compact SUVs.

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Hey Marketers, What’s Your New Year’s CX Resolution?

CMOs are focusing more on improving the Customer Experience and increasing customer retention in 2018, primarily using customer feedback technology.

It’s safe to say that New Year’s resolutions have become a popular cultural practice. It seems you can’t scroll through social media toward the end of December or at the beginning of January without seeing several commitments to be more active, healthy, or proactive in the new year.

I think the reason resolutions are so popular is that with the dawn of a new year comes the opportunity to be better than before, which often means we need to do things differently. Perhaps this is one reason why many businesses make major changes in the way they allocate their budgets each year.

If we’re judging by the latest research, it seems that the majority of CMOs are placing customer retention at the center of their New Year’s resolutions. According to Gartner’s 2017-2018 CMO Spend Survey CMOs are spending more on customer retention over customer acquisition by a ratio of 2 to 1. Spending on customer experience in order to retain existing customers is an incredibly wise investment as a 10% increase in customer retention results in a 30% increase in company value—and a 5% increase in customer retention increases profits by up to 125%.

These numbers don’t lie: Customer retention is profitable, so it’s no wonder that marketing budgets are putting more money into the analytics that encourage existing customers to keep coming back.

Gartner expands on the reasoning for this spending, explaining that the shift is “grounded in CMOs’ understanding that analytics is central to delivering customer experience, identifying, understanding and growing customers, and measuring and optimizing marketing performance.”

As a CX technology company, there are quite a few things about this latest research that excite us at InMoment. Firstly, this shows that Forbes’ 2015 prediction that customer experience would become a vital part of marketing is coming into fruition. Secondly, it means that companies are taking to heart more and more the fact that a customer experience focus is a key driver of business impact. As businesses recognize this, we are seeing more brands than ever invest in CFM tools, like InMoment, that don’t just collect VoC feedback but also provide advanced analytics, giving marketers insights as well as data so they can make informed business decisions.

With so many companies expanding their marketing budgets for advanced analytics, there is no doubt that they will be considering several customer experience solutions as possible investments. With so many options available, choosing a platform can seem like a daunting task, but it helps when you know what you’re looking for.

If your business resolutions for 2018 include optimizing customer experience, check out the “Customer Experience Buyer’s Guide: What to Know Before You Buy Software Promising to Improve the Customer Experience.”

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