Machine Learning in 5 Minutes

There's a famous quote, supposedly from Bill Gates, that goes "A breakthrough in machine learning would be worth ten Microsofts." In the next 5 minutes you'll understand exactly what machine learning is and what it can do and why everyone is excited about it.

First and foremost:

What is machine learning, and why is it a good thing?

Machine learning is a set of statistical/mathematical tools and algorithms for training a computer to perform a specific task, for example, recognizing faces.

Two important words here are “training” and “statistical.” Training because you are literally teaching the computer about a particular task. We emphasize statistical because the computer is working with probabilistic math. The chances of it getting the answer “correct” varies with the type and complexity of the question that it’s being trained to answer.

Different Types of Algorithms

There are a number of different types of machine learning algorithms, from the simple “Naïve Bayes” to “Neural Networks” to “Maximum Entropy” and “Decision Trees.” We’re more than happy to geek on out with you with respect to advantages and disadvantages of different types, and talk about linear vs. non-linear learning, feed-forward systems, or argue about multi-layer hidden networks vs. explicitly exposing each layer.

Lexalytics is a machine learning company. We maintain dozens of both supervised and unsupervised machine learning models (Close to 40, actually). We have dozens of person-years dedicated to gathering data sets, experimenting with the state of the art machine learning algorithms, and producing models that balance accuracy, broad applicability, and speed.

Lexalytics is not a general-purpose machine learning company. We are not providing you with generic algorithms that can be tuned for any machine-learning problem. We are entirely, completely, and totally focused on text. All of our machine learning algorithms, models, and techniques are optimized to help you understand the meaning of text content.

Text is Sparse

Text content requires special approaches from a machine learning perspective, in that it can have hundreds of thousands of potential dimensions to it (words, phrases, etc), but tends to be very sparse in nature (say you’ve got 100,000 words in common use in the English language, in any given tweet you’re only going to get say 10-12 of them). This differs from something like video content where you have very high dimensionality, but you have oodles and oodles of data to work with, so, it’s not quite as sparse.

Why is this an issue? Because how can you start grouping things together and seeing trends unless you can understand the similarities between content.

The Machine Learning Tool Belt

In order to deal with the specific complications of text, we use what’s called a “hybrid” approach. Meaning, that unlike pure-play machine learning companies, we use a combination of machine learning, lists, pattern files, dictionaries, and natural language algorithms. In other words, rather than just having a variety of hammers (different machine learning algorithms), we have a nice tool belt full of different sorts of tools, each tool optimal for the task at hand.

The “term du jour” seems to be “deep learning” – which is an excellent rebranding of “neural networks.” Basically, the way that deep learning works is that there are several layers that build up on top of each other in order to recognize a whole. For example, if dealing with a picture, layer 1 would see a bunch of dots, layer 2 would recognize a line, layer 3 would recognize corners connecting the lines, and the top layer would recognize that this is a square.

This explanation is an abstraction of what happens inside of deep learning for text – the internal layers are opaque math. We have taken a different approach that we believe to be superior to neural networks/deep learning – explicitly layered extraction. We have a multi-layered process for preparing the text that helps reduce the sparseness and dimensionality of the content – but as opposed to the hidden layers in a deep learning model, our layers are explicit and transparent. You can get access to every one of them and understand exactly what is happening at each step.

Machine Learning Models

To give an idea of the machine learning models we have, just to process a document in English, we have the following machine-learning models:

  • Part of Speech tagging
  • Chunking
  • Sentence Polarity
  • Concept Matrix (Semantic Model)
  • Syntax Matrix (Syntax Parsing)

All of those models help us deal with that dimensionality/sparseness problem listed above. Now, we have to actually extract stuff, so, we’ve got additional models for

  • Named Entity Extraction
  • Anaphora Resolution (Associating pronouns with the right words)
  • Document Sentiment
  • Intention Extraction
  • Categorization

For other languages, like Mandarin Chinese, we have to actually figure out what a word is, so, we need to “tokenize” – which is another machine learning task.

The Hybrid Approach

Some of our customers, particularly in the market analytics space and the customer experience management space, have been hand-coding categories of content for years. This means they have a lot of content bucketed into different categories. Which means that they have a really great set of content for training a machine-learning based classifier – we can do that for you too!

But, and this is a really big but, it is inefficient to do all tasks with the same tool. That’s why we also have dictionaries and pattern files, and all sorts of other good stuff like that. To sum up why we use a hybrid approach, let’s take the following example… Say you’ve trained up a sentiment classifier using 50,000 documents that does a pretty good job of agreeing with a human as to whether something is positive, negative, or neutral. Awesome!

Training the Model

What happens when a review comes in that it scores incorrectly? There are 2 approaches – sometimes you have a feedback loop, and sometimes you have to collect a whole corpus of content and retrain the model.

Even in the case of the feedback loop, the behavior of the model isn’t going to change immediately, and it can be unpredictable – because you’re just going to tell it “this document was scored incorrectly, it should be positive” – and the model is going to take all of the words into account that are actually in the model itself.

In other words, it’s like you’ve got a big ocean liner. You can start to turn it, but it’s going to take a while and a lot of feedback before it turns. In our approach, you simply look to see what phrases were marked positive and negative, change them as appropriate, and then you’re done. The behavior changes instantly.

We like to think of it as the best of both worlds, and we think you will too.

It would be natural to assume that companies which invest in customer experience measurement (CEM) would put customer preferences at the top of the list, but this is not always the case. Companies do not consciously ignore customers in the survey process. Rather it’s more often a matter of doing what has come to be expected internally— populating a dashboard with metrics that provide a snapshot of performance at various levels in the organization. Overly structured surveys may do this efficiently while at the same time falling short of adequately describing customers’ actual experiences. It doesn’t have to be this way. One approach to creating more customer-centric surveys is to make sure customers are able to tell their stories. By shifting the survey balance to include some unstructured feedback, everyone wins.

Unsatisfying Customer Satisfaction Surveys

It’s ironic but a number of customers who take ‘satisfaction’ surveys find the experience less than satisfying. Surveys frustrate customers and the interviewers who have to administer them. The effects can be even more harmful with self-administered questionnaires done online or through the mail—there is nothing keeping a customer from prematurely ending an unsatisfying “exchange.”

Poorly Designed Surveys Have Real Consequences

Too often customers are hindered to say what’s on their minds and interviewers are stymied in their attempt to record valuable information. Completely close-ended customer experience surveys administered using in flexible software are all too common, and contribute to:

  • Declining response rates—Respondents fail to complete the survey. Others refuse to participate based on previous unpleasant experiences. The available respondent pool shrinks and survey costs increase.
  • Poor quality data—Respondents rush to get through surveys filled with questions that are irrelevant to them, or are forced into selecting answers which do not represent their true or complete feelings.
  • Missing or incomplete information—What company would not benefit from learning in a customer’s own words what went amiss in a service transaction, or the opposite—what went exactly right? Too many surveys simply do not provide this opportunity.

The bottom line: customers are becoming disengaged with the very feedback process designed to improve their experiences. Over time, this behavior will have a negative impact on perceptions of your brand—which you may find yourself reading about on a social media or internet rating site.

Creating the Right Kind of Survey

Today’s customers are not waiting to be asked what they think about customer experience surveys—they are telling us without reservation and we need to give them the tools and utilize technology that allow customers to give us feedback.
A key element is more flexible surveys that not only provide better data but also create a better survey experience. In other words, surveys which are more like everyday conversations. During conversations people exchange information quickly and efficiently. They readily engage, react to each other’s statements and naturally probe for and provide further detail. Adding open-end questions to customer surveys helps create an environment in which interesting information surfaces and customers are able to tell their stories in their own words. It’s a matter of shifting the survey balance from 100 percent close-ended ratings-based questions to providing targeted opportunities for unstructured feedback.

Qualitative research entails primarily an open-ended exchange between interviewer and customer. We are not advocating all customer experience surveys should go to this extreme, but there is certainly room to shift the balance and let customers more freely give us the feedback they want to give and not just the ratings organizations force on them.

This does not mean giving up performance metrics. A well balanced experience survey will meet the needs of all stakeholders in the customer experience measurement process. How far a company moves along the continuum depends on a number of factors including:

  • Information goals: Is the survey’s focus on performance appraisal, diagnosis of systemic problems, rapid problem resolution or retention/relationship building?
  • How the information will be used and by whom?
  • The category/type of transaction
  • The organization’s culture

What Should We Ask?

There is not a magic formula for questions that solicit useful, unstructured feedback. It starts with deciding exactly what type of information you want, who will use it and for what purpose. General considerations are:

  • Question selection/wording
  • Placement in the survey
  •  Number of questions
  • Probing and clarifying responses to best effect

Question Selection

Just as researchers agonize over the best wording for an attribute, they should also give careful thought to the wording of open-end questions. Start by matching the question to the specific information need, and then get creative. In general, the less specific or loosely defined the question is, the less specific the response will be.

Don’t be afraid to experiment with adjectives that might be considered too leading in a close-ended question. Words like unforgettable, terrific or disappointing may inspire respondents to more focused and detailed responses. Don’t forget to communicate research concepts in customer friendly ways and ask them directly:

  • What stood out?
  • What matters the most to you?
  • How do we keep your business?

Consider borrowing simple projective techniques from the qualitative arsenal, e.g., “If you were the President of the company, what would you do to improve this experience?”

Placement

Data continuity will be a consideration unless you are designing a new program. Where new questions are placed
in the survey may influence responses to questions that follow. Therefore, it is advisable to pretest the new questionnaire to understand these effects. An exception would be when new questions are placed at the end of the survey.

How Many Open-Ends Is Too Many?

There is not a one-size- fits-all answer, but in the same way an attribute list can become burdensome, it is possible to put too many open-end questions into a customer experience survey. A pretest will reveal the information each question produces, allowing you to judge incremental value and whether some questions are redundant.

If it turns out that there are several productive questions, consider splitting the questions up across the sample; there should still be enough information to analyze. While it is important that all respondents provide an overall rating, it is not necessary that everyone experiences the same set of open-end questions. The main point here is to make sure that respondents get the most relevant opportunities to provide their feedback.

Be realistic about the survey subject and especially the character of transaction when considering which and how many open-ends to include. Low involvement transactions, especially those done repeatedly, become routine and unmemorable. A simple question at the end of the survey such as, “Please tell us anything else memorably positive/negative?” may be all that is needed.

Getting the Most Out of Open-Ends

More companies are moving customer experience surveys online and it is important that open-end questions can be as effective in self-administered as in interviewer-administered formats. The success of open-ends administered by live interviewers is dependent on the quality of their probing and clarifying skills. The success of open-end questions in online surveys is also driven by effective probing. If the response to an online open-end question is left blank or is too brief, simply trigger a prompt such as, “Please can you tell us more?”

Technology to the Rescue

Automated text analysis uses a combination of natural language processing and other computational linguistic techniques to:

  1. Categorize and summarize text
  2. Extract information into a suitable form for additional analysis

In other words, it turns unstructured text information into structured data that can be summarized and analyzed using familiar quantitative tools. Note that automated text analysis tools are capable of far more than comment categorization (comparable to human coding).

Surveys are a Reflection of your Brand

Every interaction with your company—including a customer experience survey—is a reflection on your brand. One way to make sure the survey experience is positive is to shift the balance from completely structured to semi-structured. Open-end questions have the potential, when designed and executed well, to create a better survey experience for respondents and to generate data with significant diagnostic value. A more open-ended questionnaire design creates a survey experience that is more conversational and allows customers to tell their stories in their own words.

 

The real value of customer experience programs is not in gathering customer feedback, but in putting the voice of the customer to work. While there was never a positive return on investment (ROI) for simply measuring satisfaction (no more than there is a positive ROI for taking your temperature when you are sick), today’s cost/benefit driven environment has made the need for meaningful action even more acute.

At a Glance

Most organizations invest in measuring customer experience and satisfaction with an expectation that the insights derived will lead to product and service improvements and better customer experiences. Unfortunately, far too many organizations simply hand customer feedback to managers with instructions to “use the results to take action.” The consequences? Quite often, no action is taken and the anticipated improvements in customer experience fail to materialize.

Start to Utilize Your Feedback

A growing body of evidence reveals that a majority of organizations are not where they want to be when it comes to putting the voice of the customer to work. These five steps will help you guide you to identify people and actions to be taken so that the feedback you are receiving can be utilized.

Step 1. Identify High Priority Customer-Driven Action Items

Quite often, analysis of customer survey items – each of which represents a specific element of the customer experience – is the starting point for defining action items. Specifically, items identified as “key drivers” of overall customer satisfaction and loyalty, and those that receive relatively unfavorable customer ratings are designated as customer-driven priorities for improvement. Many organizations also look at additional Voice of Customer (VoC) data sources (e.g., inbound customer comments and complaints, user-generated media, etc.) to corroborate initial conclusions based on analysis of survey data. Overall, the analysis of customer feedback enables the organization to define customer-driven action items.

Step 2. Determine Owners of the Customer-Driven Action Items

The next step in the process involves a review of customer feedback by a cross-functional team of managers. These managers collectively determine the people and parts of the organization that impact and have some level of ownership of each action item. It is the “owners” that must take the lead in developing and implementing an appropriate action plan.

Step 3. “Drill Down” for Clarity and Granularity

The analysis of survey items often provides the starting point for customer-driven action planning and implementation. However, the survey instruments are not generally designed to provide enough detail or granularity to enable an organization to determine the specific action to take. As a result, the action-item owners are limited by an incomplete understanding of “what to do.” This leads to one of two unfortunate outcomes:

  • The actions taken to respond to the voice of the customer are misguided and ineffective
  • Managers and employees end up taking no action at all because they lack clarity regarding what the customer wants or needs

In contrast, organizations that are successful in applying customer feedback to drive improvement ask themselves a simple question before developing and implementing action plans: Do we understand what the customer wants us to do or do differently?

The third step in the process requires that owners of a customer-driven action item confirm that they have sufficient understanding of what customers actually want the company to do or do differently. Social media can provide insight into what customers want or expect and knowledge from social media sources can be valuable. If not, the group must determine the questions to address and areas requiring “drill-down” for clarity and granularity.

Step 4. Pinpoint Policies, Processes, and Operations Associated with High-Priority Action Items

Once a customer issue is clarified and ownership for action established, a fourth critical step in the process is to identify and target the relevant business enablers. What are the organizational processes, policies, practices and other aspects of performance that are connected to the targeted element of the customer experience? The owners must answer this question to ensure that they identify and x the “right things.”

Step 5. Develop and Implement Appropriate Action Plans

Upon completion of these first four process steps, the organization has put itself in a very good position to develop and implement an appropriate customer experience improvement plan, because:

  • The people and parts of the organization that impact the customer-driven action item have been identified
  • These owners understand what customers want the organization to do
  • The owners have pinpointed the organizational processes, practices, policies and other performances issues that need to be changed and improved

Essentially, the “guess work” has been taken out of developing and implementing an appropriate customer driven action plan. Now, it’s time for the owners to develop the plan.

Well-conceived action plans require solid information about what to change and how to change it. Integrating action
items identified through the customer feedback process with operational training tools to guide action is a best practice to drive improvement. For many organizations, integrating these elements within the reporting platform is the most effective way to arm corporate and front-line managers with the tools they need to address improvement areas.

Connect to the Right People

Companies investing in capturing, crunching, and sharing insights derived from customer feedback will make some progress toward putting the voice of the customer to work. However, unless these organizations implement a process to connect customer feedback to the right people, and the right business processes, policies and activities, progress likely will be stalled.

For too long the focus has been on “what” your customers are saying, with little consideration to “how” they are being asked. In a time where customer experience is more important than ever, companies are looking to improve the way their data is collected. Traditional methods such as phone surveys, focus groups, and paper surveys certainly serve a purpose, but can leave out important customer touchpoints and insights.

Finding the appropriate channel for your audience will lead to an increase in customer feedback as well as the quality of their evaluations. At InMoment we provide a number of alternative methods for collecting customer reviews and feedback to help you listen and engage with your customers on a deeper level.

Voice Comments

InMoment Voice combines a variety of innovative technologies to glean insights from customers’ voice comments, which are gathered through various channels such as customer surveys or service calls, to support more informed business decisions. Voice responses are transcribed in real time, then text analytics is used to reveal critical information like urgent customer concerns.

Video Feedback

Video goes one step further, giving customers the freedom to express themselves on their own terms. This type of feedback also captures expressions and body language which helps you to better understand both the facts and emotion that make up the user experience. Video feedback typically provides 4-5 times more content than open-ended comments.

Web & Mobile

Online and mobile surveys give a more detailed view into the customer experience. Feedback is gathered at every stage of the buying and online experience, from online browsing, to pre-purchase, purchase, order fulfillment, and delivery and order completion.

Location-Based Insights

Location-Based Insights are used in conjunction with mobile surveys. Through a combination of mobile SDK, beacons, and geofencing, Location-Based Insights help organizations better understand buyer and non-buyer habits. Quick and efficient in-app surveys gather information about a customer’s visit, regardless of whether or not they’ve made a purchase.

Your customers are your best resource. When they are comfortable with the survey method, it empowers them to share valuable insights and touchpoints. This data allows you to make better, more informed decisions that improve your organization as well as the customer experience.

I’m biased – I like the Net Promoter Score system, and I’m going to tell you why (in a minute). But, I also think we need an unbiased perspective on NPS, one that airs the dirty laundry, so to speak. Net Promoter Score is both a customer loyalty metric and a system for improving loyalty over time. NPS isn’t a perfect metric. It’s also not a complete system. But, most of the people talking about NPS are the ones touting it, which means you’ll rarely find a genuine report of its pros and cons.

Well, that’s exactly what I’m doing here.

In the interests of transparency, I have to say that Wootric, an NPS SaaS platform, suggested I write this piece and requested that I don’t pull any punches. No punches have been pulled.  This is my take.

Net Promoter Score: Pros 

It’s fiercely honest feedback, identifies promoters, and boards love it

As I said, I like Net Promoter Score. In a world of marketing gray areas, biased Yelp reviews, and silent customers reticent to criticize, the NPS question itself is phrased to get the most honest possible response:

“On a scale of 0-10, how likely are you to recommend this product?”

NPS Survey

Or, as I like to think of it “On a scale of 0-10, would you tell your best friend they should get this product?”

Because that’s what it’s really asking – are you willing to stake your name and reputation by recommending this product?

You’re not asking whether they like the product. That’s subjective, and they’ll just say “yes” to be nice anyway. You are asking whether they would subject their nearest and dearest to this product. And that brings out a whole other side of human character: Selflessness.

I might use a chipped teacup without thinking twice about it, but if I have a friend over, they get the teacup that’s in pristine condition. When it comes to our friends, we want nothing but the best.

Which is why, when you need a completely honest, unbiased report on how your audience perceives your company, an NPS survey is the single best way to get those answers.

Of course, the obvious reason to use NPS is to identify your promoters so you can encourage and amplify their loud, enthusiastic voices that are the real ambassadors of your brand. The less obvious reason is that it’s one of those board-level metrics everyone can easily understand and rally around.

It’s easy on your customers

But here’s the thing about NPS: It’s one question and an open-ended follow-up. The follow-up “Care to tell us why?” question lets customers elaborate on their score.

NPS Survey FeedbackThey get to cut to the chase and tell you what is important to them in their own words.  As surveys go, this is a great user experience. That’s why response rates are so much higher than the old school “This will only take 5 minutes of your time…” multi-question surveys. And, you get rich qualitative feedback out of it. So, really, the beauty of NPS is in its simplicity. Both for your customers and for you.  It does one thing, and does it very well.

The trouble starts when you expect it to do too much…

The Cons: What are disadvantages of Net Promoter Score?

It’s not a miracle solution

“Anytime anyone presents NPS as the “be all and end all,” they’re wrong.” – Jessica Pfeifer, Chief Customer Officer, Wootric

Thanks to being ubiquitous — after all, Net Promoter Score is a metric measured by most of the Fortune 100 — many people expect NPS to do more than is realistic. This is often why “Net Promoter Score doesn’t work.” 

NPS works best within the context of a robust customer feedback & listening program.

For example, Melinda Gonzalez implemented salesforce.com’s first ever NPS program, and her process included:

  • Using the entire customer journey as a framework against which to measure customer experience.
  • Designing a feedback collection strategy with audience segmentation, market segmentation, and customer maturity.
  • Taking action on feedback  – because feedback is only as useful as its follow-through.
  • Responding to customers, so they know their feedback is valued.
  • Measuring improvement targets and adjusting as needed.

I might also add incorporating a brand advocacy program to encourage and leverage promoters, as well as tracking other established metrics like the CSAT that lets customers give feedback on their interaction with your support representatives.

But whatever your recipe for creating and counting happy customers, you’ll need to do more than just send out a single survey.

When companies start paying bonuses on NPS

At Sprint, 20% of employee bonuses are tied to Net Promoter Score. On the surface, that doesn’t seem like the worst idea ever. But think of it this way: Is your goal to improve a score, or to improve your customers’ experiences? They are not one and the same. Telstra, Australia’s largest telecommunications company, also uses NPS, but has focused its call centers to give customers more efficient, more helpful service (and follow-up calls and personalized emails). After implementing these efforts, Telstra saw a 3 point rise in their NPS score, and reduced customer churn.

Harvard Business Review’s Rob Markey puts the issue succinctly: “With incentive compensation, you get exactly – and only – what you pay for. Once compensation depends on improving a particular score, people tend to focus on the metric rather than on what it tells you about what customers want or need.”

Another, related pitfall is that employees who receive compensation based on NPS scores tend to coach customers on how to respond, asking for top scores.

In short, use NPS as a compass to guide you to creating better customer service. Don’t treat the number as the end goal, or you’ll find people gaming the system.

When customers answer The Question, but don’t see follow-through

Aside from the best practice of acknowledging any survey response, whether they be good or bad, what customers really need to see is the company acting on their feedback. With NPS, you’re learning what customers struggle with – but without a process in place to use that feedback to inform your product roadmap, customer success efforts, customer service, etc., that feedback too often comes to nothing.

And your customers can tell.

It’s precisely because NPS is so “easy” that it gets abused in this way. But when you don’t take action based on results, NPS won’t magically move the needle for you. The key is to listen, and then proactively deliver what customers need to achieve their desired outcomes. This requires a Net Promoter cycle.

When you put Baby in a corner (ie. NPS isn’t just a one-department thing)

Don’t put Baby in the corner – if it’s one thing we learned from Patrick Swayze, it’s this. And, like Baby, NPS can’t do what it does best when confined. For example, it’s very useful for customer success, especially with identifying promoters and alerting customer service to potential problems, but it’s not just a customer success thing. NPS does its best work as a company-wide metric that has implications and value for just about every customer-facing department.

  • Product Development uses NPS feedback to prioritize dev resources.
  • Marketing uses NPS to find and ask happy clients to join their advocacy programs (or get valuable metrics to use for case studies).
  • Customer Service/Support uses NPS as a signal for when clients need outreach and support.
  • Sales uses NPS to identify accounts primed for upsells and referrals (NPS is a strong business intelligence tool).

Contending with a firehose of feedback

We’ve all gotten the survey that gives us one box to check, and offers no way for us to explain what has gone horribly wrong with the product, service or company. It’s so frustrating. If you could only explain it, maybe they could fix it, but the fact that they don’t give you a way to communicate just shows they clearly don’t care.

The beauty of an NPS survey is that it does include an open-ended response section, however, another problem can occur.

The open-ended response section of the NPS survey can become a repository for everything from venting, to how-to questions. This can create chaos for the poor chap trying to analyze NPS feedback, and even if the queries are passed on to appropriate customer service representatives, it’s not a system that scales easily. And if you fail to close the loop with these customers, they’ll be even more frustrated.

The beauty of NPS is that it has one job – don’t make it pull triple-duty as the primary communication outlet.

If people are asking questions via NPS survey, it might indicate that they don’t feel able to elsewhere. Do you have a strong FAQ or Knowledge Base available? Is it easy to contact Support?

Hearing from more customers is a good problem to have, but it can be a challenge. But even if you have multiple channels for communication, you’ll still need a good way to categorize the qualitative data you do get via the survey.  In fact, that is why NPS companies like Wootric offer sentiment and keyword analysis of the qualitative data that their customers receive.  Start by creating categories and tagging responses so you can see where most of the issues are.

So, let’s sum it up…

What are Net Promoter Score Pros and Cons?

Pros:

  • Quantifies customer loyalty
  • Rich qualitative feedback
  • Identifies brand advocates
  • Higher response rates than multi-question surveys

Cons:

  • Not comprehensive. Complement NPS with other metrics, like CSAT
  • Tying compensation to NPS may skew results
  • Requires analysis of qualitative feedback

What limitations have you experienced with NPS?  How have you used NPS to create real positive change? Tell me in the comments below or share your thoughts @NikkiElizDemere on Twitter.

NikkiElizabethDemereNichole Elizabeth DeMeré is a SaaS consultant & Customer Success evangelist. She is the founder of Authentic Curation, and serves as a moderator at @ProductHunt@GrowthHackers.

Start measuring Net Promoter Score for free with InMoment

You are probably using Slack, the wildly successful communication app that’s replaced email in just about every company from AirBnB to AutoDesk. The Slack boom is part of the trend of replacing email with in-app communication, whenever possible. It is the business equivalent of texting, and–let’s face it–even your parents prefer texting to email these days.

That in-app trend has extended to how companies gather customer feedback, including Net Promoter Score.  (What company doesn’t need a high level, data-focused view of how the customer base rates their offering, plus detailed comments on why those numbers were given? That’s exactly what NPS provides.) Platforms like Wootric that deliver the Net Promoter Score survey inside web and mobile apps garner high survey response rates (25% – 60%) — another reflection of the customer’s preference for in-app interactions over email.

Now, with Wootric’s integration, gathering Net Promoter Score data and sending it into Slack channel couldn’t be easier — and the benefits are compelling.

UPDATES: You can send CSAT and CES (Customer Effort Score) survey responses into Slack, not just NPS. You can also send customer properties with the response.

NPS and Slack are both natural unifiers

There’s so much more to Net Promoter Score then receiving data about customer sentiment. The real value comes from routing valuable feedback about your product or service to the right teams and individual contributors at your company. Or as Wootric co-founder Jessica Pfeifer puts it, “helping to knit the broader team together around a common goal: customer happiness. As a single benchmark metric that everyone can rally around, NPS is such a natural unifier.”

In this post we will show you how and why to integrate Wootric with Slack, an application that naturally unifies teams. The two together make a powerful combo to convert your NPS data into real-time conversations, and take actions that can rescue customer relationships, and turn others into brand advocates.

Ways to build customer centricity with Wootric NPS & Slack

  • Sharing all NPS data company-wide  

This is best for a small company or team, and it is how we use our own integration. At Wootric, we are extremely customer-focused. Every response is meaningful to our entire team which is still small, relatively speaking.

Responses give everyone a sense of how our work is valued by our customers.  Here is a real example of something directly from our #nps results Slack channel where marketing, sales, design and engineering all shared in the excitement of one customer’s feedback:

The result in this case was twofold. Our team was once again “knit together” around customer happiness, and I got a great quote to share with potential customers.

Of course, our customers raise issues via NPS too, and having that in Slack is just as valuable. Rather than customer success going to engineering and explaining a situation, the entire team can glance at the Slack channel and see the comment straight from the customer’s mouth. The relevant stakeholders then pull together and figure out a solution asap.  General feedback and feature requests directly influence our product roadmap.

  • Filtering NPS data for action by team

For a company with a small team, it’s manageable for everyone to see and respond to all NPS survey feedback. For big companies using Slack, that can be harder to scale. Your NPS champion may still be digesting it all, but you can divide up large streams of feedback to respond efficiently in other ways. Here are some ideas:

  • Send promoter responses to Sales so they can follow-up for referrals and upsells, and to Marketing since they can make the most of comments from promoters by turning them into testimonials.  
  • Send detractor comments to Customer Support/Success so they can close the loop with customers that are disgruntled.

Your particular needs may vary depending on who is responsible for what in your company. The Slack integration can be customized with a few clicks in the Wootric dashboard.

Why Slack Loves NPS

Not only does our team use and love Slack, but we discovered that the Slack team can’t live without NPS. According to Slack CMO Bill Macaitis, NPS helps “every single person at the company influence the perception and experience the brand delivers.” Bill believes that it’s not enough to satisfy customers. Your goal should be to identify the people that really love the product and turn them into evangelists.

Want more out of your NPS program? Get the ebook, The Modern Guide to Winning Customers with Net Promoter Score. Leverage customer feedback and drive growth with a real-time approach.

Let’s be honest, information from the front lines does not always travel clearly up the ladder. People at the top need to know details about the customer experience, and NPS helps with that. Bill says that every CEO should be able to answer this question: “What are the top 3 reasons why people recommend and do not recommend your brand?” When NPS feedback is shared in real-time via Slack, company leaders will not be the last to know and can keep a pulse on the most important customer issues.  

The Many Benefits of Slacking NPS

Converting information into action is vital for any company’s growth. There are many advantages to using the NPS/Slack funnel to accomplish this:

  • NPS data in Slack keeps you honest.  Saastr’s Jason Lemkin says this is the top reason why he loves NPS.  Sharing NPS data via Slack in real-time demonstrates transparency. It means more team members are staying close to the customer– and keeping it real.
  • Collaboration happens organically. There is an interesting psychological component to communication that makes Slack uniquely suited to facilitate action. When we receive a detailed email, we may not respond right away. (How many of us star it for follow up later?) When we are @mentioned in slack, there is a natural conversational flow. Stakeholders can be brought in and agreement reached for next steps.
  • Close the loop with customers in real-time–and eliminate redundancies. At one of our customer companies, team members tag responses they will personally follow-up with by adding an emoji to the response. This company is surveying logged-in customers (as opposed to website visitors), so the customer’s email address appears in the Slack channel along with the survey result.  With one click, that team member that indicates “I got this one!” can reach out to the customer to thank them for their response and follow-up for more info.

Dialing It Up To 11

The better you understand the capabilities of a tool, the more facility you have to use if effectively and efficiently. Here are a handful of tips to optimize your team’s use of Net Promoter data in Slack (and read this article for more tips on using Slack):

  • Add stars to anything you need to reply to or take action on. Slack is helping to replace email, which is designed to create a record of all communication. But when you communicate in chat rooms, things can sometimes get lost. Action items and mere information can also easily become co-mingled. Click the star button in the top right corner of your Slack window to view all of your starred messages ordered by time. Although it’s easy to star messages to save them for later, it’s not particularly obvious that specific direct message and channel streams can be starred. With this handy tool, you can place them in a favorites-style list at the top of the sidebar.
  • Create new channels. The more organized you are in Slack, the more efficiently you can use it. Break initiatives down by specific need or by customer. For example, direct promoter feedback to an Advocacy Marketing channel. You can then discuss ideas for software and content to optimize your customer referral campaigns.
  • Integrate with Trello to collaborate on tasks. Why stop at just one integration? Slack integrates with Trello so you can easily shift from agreeing on how to move forward with an issue, to taking the steps to get it done.
  • Create meeting invites & share documents. The most common action items following a customer discussion in Slack are setting meeting and creating assets. So is it any surprise that Slack integrates with Google Calendar and Drive?

    Did you just receive feedback from several detractors about a specific feature? 
    Schedule a meeting to discuss updates to the product roadmap. Did you just receive stellar feedback from a promoter?  Drop those NPS comments into a shared “Testimonials” document.

Technically Speaking

According to Venture Capitalist and co-founder of Point Nine Capital, Christoph Janz, the future of SaaS lies in the hands of API integrations between complementary best-in-class applications.

The Wootric/Slack integration was designed with this in mind – to empower companies that measure NPS to quickly, easily, and transparently spread what they hear from customers. We have made it simple and customizable to bring customer feedback directly to whichever Slack channels you choose:

  • Set up rules to send feedback to specific channels, like all feedback to your #product channel, or testimonials from promoters to your #marketing channel.
  • Filter the types of responses that you want to send and from whom. For example, you can share only responses with qualitative feedback.
  • Filter whether that information comes from promoters, passives, detractors or from everyone.

A customer-focused culture always begins with awareness around how your customers feel about you. How you obtain that information, broadcast it, and convert it to action, now necessarily depends on software. Integrate your NPS feedback and data with Slack. It could mean the difference between a failing company that sporadically responds to its customers, or a successful one that is passionate about customer happiness.  

Measure Net Promoter Score and share it in Slack for free with InMoment

Do you know your worth to your company? Do your bosses know? What if you had metrics that showed, in black and white, just how much value you bring to the table? What if you brought those metrics into your next performance review – you know, the one in which you ask for a raise?

Forget the “what ifs.” Let’s make this into an “if/then” scenario.

If you bring in real numbers that prove the value you bring to your company into your next review, THEN you’ll get that raise or promotion you’ve been hoping for. Numbers don’t lie. The only trick is in tracking them.

How to Get Numbers that Prove You’re Worth Every Penny of that Promotion

Measuring ROI isn’t a new concept for customer success – metrics are an integral part of the job description. Since customer success is a relatively new field, success managers are typically eager to demonstrate the value of their department to the company, which means the metrics you need most (for when you’re sitting across the table from your boss) are ones you’re probably already tracking.

So let’s talk about the best metrics to tap into.

These metrics are the common ways to measure the core work of customer success as a whole, and your worth in particular.

Activities

Your first step is simple, but it might take you a while to come up with the list. You need to quantify all of the things you do. All of the activities, the health checks, the number of companies onboarded. It’s important to know how much you actually do, even though activities can be difficult to measure in terms of impact.

Now let’s look at the classic measure of the efficacy of customer success:

Retention

This, together with New Business, is a critical number for subscription-based companies since it relates directly to profitability and growth. The problem for you is that retention is a lagging indicator. It can take a year for a company you’re nurturing to decide whether to renew their contract.

What if you want a raise the next quarter?

This is why you need leading indicators.

Leading indicators give you a sense of your ROI day-to-day and effectively predict critical, but lagging, indicators like retention and growth. Because they’re continually tracked, they can also help you position yourself for a promotion or raise sooner.

The 3 Leading Indicators You Need

1. Net Promoter Score

The most important leading indicator for customer success is Net Promoter Score. Net Promoter Score (NPS) is the quick survey that asks one very important question: “On a scale of 0-10, how likely are you to recommend this product?” Anyone who scores above an 8 is a “promoter;” those who score between 7 and 8 are “passives;” and scores lower than 7 are “detractors.”

Many companies gear up for bi-annual NPS surveys to gauge customer happiness. It’s a big production of organizing email lists, taking in responses and responding appropriately. Doing it this way is a time-consuming process that makes NPS a lagging indicator when it doesn’t need to be.

With tools like InMoment that allow success teams to conduct real-time NPS surveys every day, NPS becomes a powerful leading indicator. Customer happiness leads directly to retention. And, conducting NPS surveys on a convenient SaaS platform is a much more efficient use of time.

Two-Step-in-app-NPS-Survey

NPS is also a valuable metric for another reason – management understands it. It’s a metric that isn’t limited to one department; it’s tracked at the boardroom level. If you can say “The NPS for my account group is up by 5 points in the last six months,” it gets everyone’s attention, which isn’t always the case with more department-specific metrics.

2. Onboarding Success Rate

Your second most important leading metric is onboarding success rate.

The onboarding period is the most critical time for new customers, especially for SaaS products. It’s during this 30-90 day period that customers either find success with your product and stay, or use it once and disappear. This is also the most crucial time for up-sells. Studies have shown that customers are most receptive to upsell suggestions within this same period. Essentially, if customers derive value during onboarding, you can count on a long and profitable relationship.

Here’s how measuring onboarding success works:

Similar to after-onboarding customer success, you have to first define what behaviors correlate to onboarding failures and successes for your product. Companies like GrooveHQ send new customers a series of onboarding prompts, and they’ve noticed that free users who complete those prompts within 24 hours are almost 80% more likely to convert to paid customers than those who don’t.

Once you’ve identified your onboarding success metrics, start tracking, and put benchmarks in place.

And, finally, show your improved metrics. Even better, take the next step: correlate successful onboarding with Lifetime Value to estimate the dollars-and-cents ROI of your efforts over the long-term.

3. Customer Health

Like NPS, Customer Health is also a leading metric for retention. Unlike NPS, measuring Customer Health can be complicated because you have to decide what “health” means in the context of your business.

Whatever key performance indicators you choose, your customer health scores should be predictive of renewal and churn rates. But how they do that is up to you.

Ways to measure include:

  • Overall use of your product
  • Depth of usage (percent of product used)
  • Breadth of usage (number of people using it)
  • Customer life span
  • Customer Lifetime Value (renewals, upsells)
  • Additional training opportunities taken by client
  • Frequency of customer support tickets
  • Performance on success metrics (are they achieving their goals?)

As customer success manager, what you do has so much value. You just need the right metrics to prove it. If you’re armed with all three of these leading indicators, you’re in a strong position to ask for that raise, that promotion, even additional resources on your timetable.

Retain more customers. Sign up today for free in-app Net Promoter Score feedback with InMoment.

Revenue growth and profitability – are the two metrics the C-Suite cares about the most. They tell you exactly how you did this month or quarter. But do strong sales predict next quarter’s results? Hardly.  

What if the C-Suite had a crystal ball that could not only predict their growth and profitability, but give  glimpses into the minds of their customers in time to save accounts that might otherwise go under?

We haven’t really had that capability, until now.

Traditionally, Net Promoter Score has been a “lagging indicator.” NPS surveys were typically sent out once a year, or once a quarter at most. There would be a big push to get the survey out, another push to respond, and then a mad dash of trying to piece together what happened during that time to result in the scores received.

But modern NPS programs are different. They can be that crystal ball.

Customer Experience Predicts Growth & Profit

More studies and reports are coming out by the day proving that Customer Experience is a key predictor of growth and revenue – for every type of company, business, product and service. It’s not just a “SaaS thing.” Brick-and-mortar businesses are optimizing for it too, and seeing results.

One of these reports, The Economist Intelligence Unit’s, The Value of Experience: How the C-suite values customer experience in the digital age, found that companies that prioritize investment in customer experience (CX) have better revenue growth (59% vs. 40%) and higher profits (64% vs. 47%) than companies that don’t prioritize customer experience.

McKinsey & Co. found that  “Optimizing the Customer Experience typically achieve[s] revenue growth of 5-10% … in just two to three years.”

And, there’s no better way to optimize for customer experience than by using the NPS metric.

NPS = Customer Experience

There are so many ways to ask about customer experience. You can send lengthy surveys and open-ended questions; you can ask customers in person or over the phone. But there is no question – or list of questions – that reveals the unvarnished truth like the NPS question:

How likely are you, on a scale of 1-10, to recommend this product?

In-app NPS Survey- Wootric

Customers don’t have to worry about hurting your feelings or protecting the job of the “very nice customer service rep” who didn’t help them at all. They just have to choose a number. And, by framing the question as whether they would recommend the product, you tap into a very honest desire to help other people (help them by sharing great products, or help them by warning them away from bad ones).

With one question, NPS gets to the core of whether customer experience efforts are working, or not. This is what makes it the ideal tool to help teams optimize for customer experience. Budge this one, simple number, and you’ve got real progress.

In Fred Reichheld’s The Ultimate Question 2.0, he includes a revealing, real-world example of NPS in action:

Phillips electronics tracked NPS for a sample of accounts over time and found that where NPS increased, revenue grew by 69%. Where it remained steady, revenue grew only by six percent. And where NPS declined, revenues actually decreased by 24%.

Modern NPS = Crystal Ball

What is the difference between NPS and a modern NPS program? Part of the difference is in how the surveys and tracking are managed. A modern NPS program has an easily navigable dashboard that shows you your current scores and compares them to previous ones, lets you see trends clearly, displays qualitative feedback with the quantitative score, and records all of these results in one, central location.

But convenience isn’t the most important difference between the old ways of conducting NPS surveys and cutting edge NPS.

The most important difference is the ability to get NPS results in real-time.

This capability is what gives modern NPS programs the ability to act as leading indicators of customer experience, and by extension, growth and profit.

By polling different customers every day, your customers don’t get over-surveyed (so their response rates improve), and you can see the results of your customer experience efforts immediately, and pivot accordingly.

No more wasting time on customer experience strategies that don’t work. No more wasting resources on measures that don’t actually delight your customer base. If something works, you’ll know it. And, if something doesn’t work, you’ll know that too.

But the crystal ball of modern NPS can do one more thing: Let you catch a glimpse into the minds and hearts of your customers. Along with the basic NPS question, the survey offers a qualitative response screen that lets survey respondents tell you why they scored the way they did. Then, it lets you read those responses, tag them by theme (like “Feature Request“), and send them on to the appropriate department, like “Product Team” or “Marketing.”

Wootric NPS Survey - Feedback Screen

The customer receives an appropriate response, improving their experience as a result of taking the customer experience survey.

Not even crystal balls can do that.

A modern NPS program is an incredibly powerful tool that lets you track customer experience in real-time and easily identify actionable insights.

Get our ebook, The Modern Guide to Winning Customers with Net Promoter Score. We’ll show you how to modernize your NPS program for the most successful year ever.

Start measuring Net Promoter Score today with InMoment.

Fred Reichheld invented the Net Promoter Score (NPS) survey 14 years ago to better gauge customer desires and loyalty, and the practice quickly caught on. But when Fred himself announces that he’s sick of customer feedback surveys, you know we have a problem.

There’s no question there is a tsunami of surveys that’s just overwhelming. I think of it as a little bit of a pollution effect that we have to find a way to overcome. – Fred Reichheld

Customer surveys are everywhere. After you hang up from a customer support call, you are almost guaranteed to receive a request to complete one. There are probably at least a handful in your inbox right now.

Surveys are critical to any voice of customer (VOC) program, but they require thoughtfulness, and intentionality.  Don’t just send another email with the subject line, Your feedback is important to us, with content like this:

Please take 3-4 minutes to complete a short survey about your phone call to us on Jun 15 2016 10:23AM. Your feedback will be used to make future improvements to the customer experience. To take the survey, please click on the link below.

Or even worse, a survey email we received that actually ended with this:

Unfortunate Survey language

Nothing makes a customer feel more valuable than a request to write a letter (what is this the 80s?), or a caveat that their feedback will not receive a response. There are much better ways to solicit customer feedback  — ways that avoid the “pollution effect” and get more customers engaged. Below are tips for getting a higher level of response when reaching out to your valued customers. 

The Key is to Put Yourself in Your Customer’s Shoes

A solid place to start is to ask if your survey process is adding or detracting from your customer’s experience of your brand. You may be surveying customers in order to gather feedback that you can use to make them happier, but is your survey strategy part of the problem? To answer that, think through these five aspects:

1) Resist the dreaded “3-4 minute survey”
Unless absolutely necessary, only ask one question. The
NPS question:

How likely are you to recommend this product (or service) to a friend or colleague?

Why? NPS let’s you metricize customer loyalty, and the open-ended feedback question allows customers to get specific about what’s important to them. Instead of surprising your customers with more than they bargained for, consider NPS as a method for receiving actionable feedback in a way that is low impact on customers.

In stark contrast, the “3-4 minute survey” referenced above was actually comprised of 30(!) questions mainly in the following format: “How satisfied are you with _______________ on a scale from 1 to 10?”

 How tedious is that? And by extension, how accurate? Nobody is going to fill this out unless maybe they want to share about a negative experience or have plenty of time on their hands. That means that the “randomly selected” cohort is not going to be that random.

Excessive questions contribute heavily to survey fatigue. According to SurveyMonkey, data suggests that if a respondent begins answering a survey, there is a sharp increase in drop-off rate that occurs with each additional question up to 15 questions.

2) Reduce friction

Our inboxes are ground-zero for survey fatigue. For example, the last time you returned from vacation, how long did it take to return to inbox zero? Did you even bother to read half of the mountain of emails you faced?

The trend is for communication apps to replace email whenever possible, and NPS is no exception. Consider an in-app solution for an experience that doesn’t require the user to remember every specific detail of their encounter, and can give you real-time contextual feedback from customers.  It isn’t unusual for in-app response rates to exceed 40%. At the same time, in-app is less intrusive because customers can easily dismiss or ignore the survey if they are busy.

Two-Step-in-app-NPS-Survey

And for businesses who still choose to interact via email, embed survey questions for higher response rates and less friction. A great example of this (and one you have likely seen) is gathering feedback on your support. Here is a way to integrate feedback without asking the customer to open yet another email.

Feedback survey embedded in email

3) Don’t pester

How often should you survey? Well, how often is your product changing? Are you introducing a new feature set all at once? Making significant UI tweaks every week? If you aren’t changing that rapidly, then maybe asking for feedback quarterly is ok. If not much has changed, then check-in less frequently.

If you want to gain insight into your customer journey, ask for feedback from customers at each milestone along the way. Just don’t ask the same customer at every point in her journey.

If you are asking customers to fill out a survey after every transaction, know that can be a major contributor to fatigue. An example of this is when dining at a restaurant, and the waiter appears constantly to check if “everything is ok.” It won’t be long before what is intended to be great service has the outcome of you being pestered. (Not to mention that the word “ok” is off-putting, because it suggests a mediocre experience.) 

A skilled waiter, like anyone who services customers, will be invisible and will only interrupt the experience to guide it along. They may offer only one specific question at a natural time in order to rate your main experience – “How are you enjoying your salmon (or other main course)?”

No matter what service you provide, you never want to overwhelm your customers. Instead you want to be sparingly curious. If your intention is to provide a vehicle for feedback after each transaction, consider framing it as “is there something we should know?” Sending a “Please complete this survey” is akin to over-serving a table.

By simply shifting the language, people no longer feel pestered. They know that they have a conduit for feedback, framed as a subtle request in case they ever feel inspired to share. They know that representatives of your company are always standing by to listen.

4) Don’t over sample

Many app users switch between desktop and mobile, so you don’t want to double-dip with your requests. Make sure your survey mechanism can see your user’s activity across platforms and take this into account.  

Over-sampling can also happen when multiple departments are surveying customers. Product or Marketing may ask a customer for feedback on your SaaS product or service, and then the customer initiates an unrelated interaction with support, only to get asked again by Customer Support.

The net impact for the customer is, “Hey the right hand doesn’t know what the left hand is doing at this company. I just answered a survey!”  Being clear about the purpose of each survey can help. The best way to handle this is to have one Voice of the Customer (VOC) champion that has the big picture of what customers are being asked and can coordinate NPS (and all survey) efforts, and avoid the faux pas.

5) Be sure to close the loop

If a customer takes precious time to fill out your survey, be sure to thank them.  Better yet, get back to them about the results of the survey and what you are planning to do as a result.  

That kind of transparency is refreshing and demonstrates that you take feedback seriously.   And guess what? That customer will be more likely to open and respond to a future survey.

Always Consider the Customer Experience

The basic principles of customer experience are the same whether you are offering SaaS or grass-fed steak. When it comes to gathering feedback, empathize with your customer’s survey fatigue and err on the side of less is more.  Your customers will be more likely to respond to your surveys.

Get higher response rates today. Signup for free in-app NPS with InMoment.

The name of the game is collaboration. You may have an engineer delivering excellent code, or a business development associate pursuing opportunities for long term growth. If they aren’t working collaboratively with others on the goal of providing a fantastic customer experience, they are holding the company back. Read More…

In case you haven’t heard, Zapier is the application that lets you easily “zap” data from one workflow application to another and trigger actions. This is a boon to companies that use multiple platforms to support different functions, and need their data to move seamlessly between those silos.  Best of all, zaps require no coding skills.

CHECK OUT SAMPLE WOOTRIC ZAPS NOW

Zapier can help you make your Wootric CX data more actionable by automatically triggering actions in systems your company already uses. Here are three ways to use Zapier + Wootric:

Close the loop with customers

If someone scores you 6 or below (a Detractor), let Zapier immediately create a ticket in your customer support system, like Zendesk. When someone scores you a 9 or 10 (a Promoter, yay!), it is a great time to say thank you or to ask for a review or referral. You could automatically notify an associate via email but what if the team uses a platform like Trello to manage tasks? You can use a zap to create a Trello card to prompt an associate to do a personal reach-out to say thank you.

Send feedback to a Google Spreadsheet

When you want to parse feedback in a spreadsheet, a zap is an easy way to get it there in real-time.

Better customer intelligence

Is Customer A happy or unhappy right now? Make sure Sales and Customer Success are in the know by zapping survey responses into your CRM.

Of course, with over 500 apps in Zapier’s directory, you can get very creative  — and very productive.

Happy zapping!

Start getting free in-app Net Promoter Score feedback today. Signup for Wootric.

In most organizations, customer experience initiatives are designed, executed, and owned by marketing or operations. We see more CX-specific leaders and departments coming online as well in an attempt to move more of the organization towards customer centricity.

Regardless of who “owns” customer experience, their view is inherently limited to the types and frequency of interactions they have with your customers. This produces blind spots in the holistic lens of customer experience. This limited view causes over-generalizations based on non-representative samples of Voice of Customer data (VoC), shared mythologies generated by compelling anecdotes, and often misses key attributes in the customer experience. Unless CX “owners” are keenly aware of these blind spots, the particular data they’re privy to can actually create a form of skewed groupthink, obscuring the broader truths that exist in customer-brand interactions.

Enter Voice of Employee.

What Exactly Is Voice of Employee?

We hear a lot about the impact Employee Engagement has on Customer Experience. Most times, Employee Engagement is viewed in a vacuum. Every year or year-and-a-half, the Human Resources department trots out a survey asking employees to rate their satisfaction with various aspects of their jobs: benefits, pay, management, work-life balance, and so on. Rarely, if ever are employees explicitly asked about their perspectives on the customer experience. What are their perceptions of what’s working, and what’s not—and more importantly—why? What would they recommend as solutions? What new ideas do they have to improve how your brand delivers on customer expectations? This is Voice of Employee.

Forrester Research defines Voice of Employee (VoE) as “Any feedback from employees or partners that pertains to their ability to deliver great customer experiences.” Without it, you have a huge blind spot in understanding your customer experience, and in achieving positive relationships and business outcomes. The importance of employee voice in the workplace has become more relevant today than ever in order to increase workplace satisfaction, performance, and overall retention. The key to ensuring that this essential feedback continues is to demonstrate that the organization values the voice of employee by not only collecting the feedback, but showing that it has an impact and influence in the workplace.

A Frontline View

Your employees are the face of your company. They are the primary representatives and executioners of the company’s customer experience. Not only do employees interact with customers, they often have a broader view of the operational performance of your organization. Think of it this way: While a single customer can share his/her perceptions of their experiences at specific touchpoints and throughout their journeys, they provide an important, but limited, sample size of one. A single employee, on the other hand, may interact with hundreds of customers each day and therefore the depth of their feedback around the customer experience is much greater. Also, the breadth of their perspective is greater as they can see all of the elements that contribute to a good or bad experience. The elements that may frustrate an employee, whether it be making a customer wait in line, poor service from customer care or billing, or any myriad of issues, are often the same things that frustrate customers.

And their perspectives contain unique and powerful insights. A recent survey by CustomerThink of CX leaders in business-to-business organizations reported that two-thirds of those leaders feel employees are the top source of actionable insights about the customer experience.

If employees can provide you with such a large percentage of actionable, success-driving insights, asking for their opinion cannot be relegated only to the normal 18-to-24-month Employee Engagement survey cycle. As gold mines of insight-laden information, smart brands should provide a variety of employee feedback forums, and establish voice of employee surveys and programs.

Owning the Experience

Soliciting employees for feedback about the customer experience comes with other benefits. Asking for their best ideas and opinions creates a sense of respect and value from the organization and its leaders. Unlike scheduled employee surveys, the process of gathering Voice of Employee feedback is, in and of itself, an engaging experience. Essentially, VoE tells employees that they matter and that they have ownership in customer experience, significantly increasing the likelihood your CX initiatives will achieve the desired results.

Broadening Your Perspective

The key to broadening your perspective of the customer experience is to listen through multiple channels to multiple stakeholders. After customers, employees are the next stakeholder group you must tap into in order to gain an increasingly broad and deep understanding of how all of the factors in your organization are coming together to deliver on what you’ve promised. Voice of Employee is key to listening and gathering other perspectives to help you make better workplace and business decisions. Just like your customers, your employees are able and willing to help you succeed. If you let them. Gather more VoE insights to improve your workplace with InMoment.

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