Customer centricity is a hot topic in business these days, as more and more companies challenge themselves to foster a “customer-centric culture.” But that’s a tall order – not to mention an ambiguous one – and it raises a number of questions, such as:
What is a customer-centric culture anyway?
Why is it important?
Who is responsible?
How do you inspire a customer-centric culture?
We are actively leading a customer centricity transformation at VMware, and while every organization is unique, our answers to these questions may prove useful as you embark on your own journey. And the word “journey,” when it comes to a customer-centric culture, is key.
For us, it all started with an unwavering passion to do the right thing for our customers, and over time it became clear that we needed to develop a deliberate strategy around it. We’ll talk more about our strategy later, but for now let’s break down the basics.
What is a Customer-Centric Culture, Anyway?
Customer centricity is more than a concept – it’s a mission. At VMware, we believe that customer centricity goes beyond creating great customer experiences – we put the customer at the center of everything we do. Customer centricity is a core company value, a way of thinking, and an approach to doing business.
To achieve that state of being, I can’t overstate the importance of humanizing the customer for your employees. Real culture shift happens when your employees walk in your customer’s shoes and genuinely understand how their individual roles impact the customer experience (even if they aren’t customer-facing!). With understanding comes empathy, and with empathy comes motivation to make a difference.
Why is it Important?
Ah, the million-dollar question. Starting at the top with our CEO Pat Gelsinger, we firmly believe it is our responsibility to provide the best possible experience for our customers. After all, VMware wouldn’t exist without them. In short, it’s the right thing to do.
We also know that consumers and businesses today have more options than ever before, and if we don’t deliver the kind of experience our customers expect, they won’t continue doing business with us. VMware thrives when our customers successfully harness our solutions to meet their business needs – so it makes sense business-wise for us to listen and act on our customers’ needs.
Who is Responsible?
Every employee plays a role in the customer experience. Whether front-of-house or back-office, we all contribute to our customers’ perception of our company.
At VMware, our Customer Advocacy team drives the customer centricity strategy which helps every team, from Leadership on down, understand their role in creating an exceptional customer experience.
In my view, an effective culture strategy has two main components:
Active participation from the entire Leadership team. Employees will prioritize what their leaders are focused on. We work with all functional leaders to ensure their customer obsession talk tracks are woven into every major communication, from all-hands meetings to newsletters; and that they convey a sense of importance and urgency, focusing directly on the customer experience elements that are in the wheelhouse of their audience.
Individual employee customer-centric decision making. We strive to empower every employee with the insights, resources, and independence necessary to operate in the best interests of both VMware and its customers. To facilitate customer-centric decision making, we also strive to ensure that customers are top of mind for all employees, day in and day out. This is where customer-centric culture comes in, and it is why we’ve fully dedicated a member of our team to lead culture programs that create customers for life.
How Do You Inspire a Customer-Centric Culture?
Inspiring a customer-centric culture doesn’t happen overnight. It’s a journey, and my team has learned plenty of lessons along the way. Some of our efforts have been more effective than others, but this is to be expected.
One of our notable successes to date has been VMware’s annual celebration of Customer Experience (CX) Day, an industry holiday. We think that CX Day is akin to a wedding anniversary! While you work hard at your customer relationships every day of the year, as you do your marriage, CX Day is a great opportunity to pause, celebrate, and show gratitude for the relationship you have with your customers. Our worldwide celebrations have engaged employees via interactive journey mapping, tours of a customer story “museum,” and other activities to acquire feedback on how to improve the customer experience. See how we celebrated CX Day in 2018!
While CX Day is impactful, we obviously want our employees to think about customer experience more than once a year! To that end, we created a global ‘CX Leaders’ program to cultivate a network of customer enthusiasts across VMware. The inaugural set of leaders were prior recipients of an internal award recognizing individuals who went above and beyond to deliver a great customer experience. The Leaders conceptualized a program known as Customer Appreciation Week, which focused on the power of an unexpected thank you. Over the course of the week, our sales teams reached out to nearly 4,000 customers to thank them for their commitment to doing business with VMware – and that was it. That’s right – no sales pitch, no upsell, no renewal prompt. The customers were surprised and delighted by the display of appreciation with no strings attached – and for us it was a simple way to maintain relationships and reinforce our commitment to our customers.
Our Closed Loop program is another area where we invest to engage employees and strengthen customer relationships. The program connects dissatisfied customers with VMware employees to dive deeper into feedback provided through various listening posts. In these conversations, the VMware employee seeks to understand the root cause of dissatisfaction and build a relationship with the customer, then follows up with the appropriate internal business unit(s) to develop improvement plans. The program mutually benefits VMware’s customers and employees, and it’s one of the best opportunities for an employee to walk in our customer’s shoes.
Closing Thoughts
I’d like to leave you with a final thought, which is that customer centricity isn’t binary – it’s a journey that begins with customer focus and extends to customer obsession. For us at VMware, it represents a fundamental business transformation that will extend far into our future. The best is yet to come!
I discovered a surprising truth after three years as Customer Retention Manager for a large volume dealer in Houston. There is a hidden enemy that must be addressed before any customer retention initiatives can be achieved. It is the no. 1 enemy of client retention, and yet most practitioners fail to recognize it, let alone address it.
It’s the reason why many dealers are left with small, gradual changes in their retention efforts that pale in contrast to the huge budgets and time spent acquiring new customers. But by keeping an existing customer, who is apt to buy again, dealers could be spending many times less to obtain the same amount new vehicle sales. As proof of this, the 2018 Cox Automotive Service Study found that buyers who returned to the selling dealer for service in the past 12 months were 74% more likely to return to that selling dealer for their next vehicle purchase. Returning service customers were 74% more likely to buy their next vehicle from that same selling store! Those who didn’t return for service in the past 12 months were only 35% more likely to return for their next purchase. That should gain the attention of most dealer GM’s, who generally come from the sales side of the business.
And speaking of sold customers returning for their next vehicle purchase, that same Cox study revealed a negative by-product of today’s obsession with “conquesting” sales from other dealers. “Not a convenience location” (no. 5 reason in the 2015 survey)moved up to the second most given reason for new vehicle purchasers not returning to the dealer where they purchased. So, there is a very good chance that many of today’s conquest vehicle sales will not return to that original dealer for service because they live out of the area where the selling dealer is located.
So, what is the number 1 enemy of retail auto customer retention?
No, the number 1 enemy isn’t a limited budget. Although a sufficient budget is necessary, it’s not the real enemy of a successful retention strategy.
Lack of buy-in from the dealer and management? It’s important, but the reason store leadership doesn’t get solidly behind a retention push is directly tied to the no. 1 enemy.
Silos are a real problem. You must address them, and it is not simple to do so, but they are not the real problem.
Competing initiatives are often cited as a reason for lack of meaningful progress in addressing customer retention. But these agendas usually directly support the number 1 enemy of retention. And that focus distracts management from seriously directing resources in the support of retention.
The lack of a robust technical infrastructure? Yes, retention can be aided with better technology, but it is not the true obstacle to retention.
Lack of training? It certainly helps to have trained employees, but if the average auto retailer really believed in retaining existing customers as a primary strategy, they would find the budget and time to train their workers. HINT: All the training, technology and “knowledge” in the world is not going to thoroughly address the number 1 enemy of retaining customers!
It’s transactionalism, an all-consuming focus by dealers on the “deal” or the “RO” is the number 1 enemy of a successful customer retention program. And that obsession consumes both the larger part of store budgets as well as the time spent by the staff.So, what is the number 1 enemy of a successful customer retention transformation?
Transactionalism describes the decades old, deeply ingrained tradition of placing the transaction front and center as the primary strategy for most auto retailers. And while the transaction has always been the primary focus of showroom sales, it’s just as prevalent these days in the service lane. Customer facing employees are paid to maximize and close “deals/ROs”, and because of that, retaining customers takes a back seat.
I’ve heard it said time and time again that there is little customer loyalty these days in retail auto. But how would we know? If the industry is so intoxicated with the transaction, and much less so with retaining the customer, it’s no wonder customer loyalty is perceived as dead. I spoke directly to this reality in a past MaritzCX Cafe post titled Retail Auto: Client Loyalty is not Dead, But Client Follow-Up is!
But there’s a glimmer of hope on the horizon. Early last year, one of the largest automakers launched the first ever OEM customer rewards program and another major manufacturer followed soon thereafter. And there is strong evidence that other OEMs are pivoting more and more towards implementing strategies that handsomely reward dealers and their associates for focusing on retention.
That’s great, but the big question left is, how are the OEMs going to move the needle of retention forward, when most of the dealers are still consumed with “transaction?” This is all about changing behavior at the dealership, which is the toughest challenge of all.
For our 2019 CX Trends Report, InMoment surveyed both consumers and brands to understand the alignments and disconnects in how well or poorly customer experience is delivered. While there are some bright spots, the overall takeaway is that most brands are still struggling to find ways to do right by their own needs while also serving the evolving needs and expectations of their customers.
As a CX professional, I’m sure you’re sick of hearing about your customers’ increasing expectations. Well, I’m right here with you. This statement may be common, but it’s incredibly over simplified.
Yes, customers expect more from brands, but they do so because there are brands out there delivering phenomenally simple, fast, different and even profound experiences. As Paul Papas, global leader of IBM Interactive Experience said: “The last best experience that anyone has anywhere becomes the minimum expectation for the experiences they want everywhere.”
By these new measures, when a brand doesn’t keep up, gets sloppy, or doesn’t do the work to understand what its customers really value, those customers notice — and they put the culprit on notice.
For our 2019 CX Trends Report, InMoment surveyed both consumers and brands to understand the alignments and disconnects in how well or poorly customer experience is delivered. While there are some bright spots, the overall takeaway is that most brands are still struggling to find ways to do right by their own needs while also serving the evolving needs and expectations of their customers.
One big red flag was the mismatch in how companies and consumers responded to whether brands are getting better at delivering an excellent customer experience versus just completing a transaction.
Fifty percent of brands responded that they are “definitely” doing better, but only 11 percent of consumers said the same.
Worse, nearly 10 times as many consumers than brands believe that experiences are definitely not getting better.
It doesn’t help that brands aren’t taking the right accountability for falling short. When asked how much responsibility customers have in helping create better experiences, 40 percent of brands reported that that customers were “very” responsible, with an unbelievable 12 percent stating that customers are “completely” responsible. Customers, on the other hand, see responsibility as a shared endeavor.
While these statistics make the state of CX may sound bleak, our research also uncovered wise counsel on how brands can reverse unproductive practices and make serious strides in the other direction.
Download the full “2019 CX Trends Report”to learn about the five trends you need to know as well as actionable takeaways to help you bridge the gap with your customers and create excellent customer experiences!
When customizing a story, you should highlight the key benefits that are most relevant for your audience. What do they care about? For example, you can show the C Suite how your work boosts customer satisfaction and key metrics, increases demand for their product, expands their market, and benefits the bottomline. By outlining the central benefits, you are building increased value for your audience.
We all know it takes a village to drive improvements in customer experience (CX) within an organization. Creating that sense of purpose and collective responsibility requires great communication. Well, the latest research shows that using storytelling in presentations allows you to be a knowledgeable and convincing leader who will influence key audiences in the CX process.
A Stanford Research study shows that statistics alone have a retention rate between 5 and 10%; when coupled with anecdotes, the retention rate rises to 65-70%. Storytelling is relatable and makes data easy to understand. Put simply, you will increase memorability for your audience by creating stories around your data.
If that wasn’t enough evidence for you, Forrester says that “data storytelling not only persuades the analytical part of the brain; it also uses emotion, a key driver of decision making.” Humans are emotionally driven, so impact and action come from stories, not just the facts.
For CX leaders, I believe that applying the following three key elements will make creating an effective story for your audience simple.
Understand Your Audience
As a CX professional, you work hand in hand with various key contributors to the customer experience.This means that you could be presenting to anyone from the C Suite to a regional manager. Identifying the specific audience’s needs, and addressing what is important to them is critical when crafting a story for your presentations.
When customizing a story, you should highlight the key benefits that are most relevant for your audience. What do they care about? For example, you can show the C Suite how your work boosts customer satisfaction and key metrics, increases demand for their product, expands their market, and benefits the bottomline. By outlining the central benefits, you are building increased value for your audience.
But it is not all about the head and facts, make sure you think about how you want your audience to feel. You want to use stories that specifically pertain to them and motivate them —as well as appeal to the heart. As you build trust, you need to be aware of what you want to happen next. Are you looking for more funding? Do you want increased support? Are you trying to expand your CX program?
Don’t forget to tune your story to address the outcome you want. Understanding your audience is crucial in storytelling if you want to have a relevant presentation.
Remember Your Central Question
As you use a story to present to your target audience, make sure you remember to anchor your presentation around a central question; what are you asking for?
When you think of a story it follows a familiar pattern. There is always a rise to a climax and then a fall to a resolution. It is important that you remember to structure your story with the identified theme or idea that you are addressing in mind. You want to have a rise in story that introduces the main question you are addressing for the audience. Then as you finish the story you can propose a resolution to take action on.
People like familiarity. Just as your audience knows a story rises and falls, you should pose a question and then resolve it. You will enhance your CX presentation by following this pattern and remembering your central question.
Create a Checklist for Your Presentation
Finally, it’s not just about what you present, it’s how you present it. There are a few checklist items you need to fulfill when presenting to make sure your delivery is pristine.
Firstly, make sure you are providing an organized map that is well paced and logical. Your audience needs to be able to follow your story effortlessly while recognizing the key points. This also helps you to spend more time on the points that really matter to your narrative instead of spending time on tangents that won’t get you where you want to go.
Secondly, a story is nothing without evidence. Stakeholders are looking for a reason to support you. Without anything backing up your claims, it’s hard for decision makers to commit. Providing solutions to their problems and proof that those solutions are viable creates trust that is crucial.
Lastly, recognize that questions and concerns will arise during your presentation. We will all agree that one of the best moments in a presentation is when you’re asked a question and the next slide addresses that specific ask. In that moment, you’re able to show that you get the audience, and know how they will be thinking. To accomplish this, you want to have additional, relevant stories on hand that can provide solutions to potential asks in a memorable and actionable way.
Applying these three key elements of storytelling can help you rock your presentation. At the same time, being given the time to communicate is a gift that should never be taken lightly, so remember to identify the audience, their primary concerns, and tell a story that addresses concerns with a balance of emotion and facts. Use a story and your audience won’t be able to forget your call to action!
When you work in customer service you deal with hundreds of emails in a day. So, it can be easy to lose sight of just how important each one is. A single negative interaction can be enough to turn a person off your business.
People like to feel as if their problem matters to the person on the other end. Giving your emails a personal feel can be very helpful in facilitating positive and effective interactions between customer support and clients.
Use their name
Start by greeting them with a friendly hello before you dive into solving their issue. Use their name. The way you greet the customer sets the tone for the rest of the interaction, so it’s important. Don’t be weird and address them as ‘customer,’ or goodness forbid, by their case number. People like to feel as if they’re having an interaction with an actual human and not a machine. There’s no quicker way to make a customer feel like they’re dealing with a soulless robot than to address as their case number.
Get everyone on the same page
“Summarize what is happening currently with their issue to ensure everyone is on the same page. Don’t be afraid to ask the customer for confirmation if you think they might be misunderstanding,” advises Brian Sorensen, email marketer at BigAssignments. It’s much better to sort things out sooner than later. If you’re dealing with an ongoing situation or one that is complicated, then it’s never a bad idea to review what is happening. Rephrasing things back to the customer is a great way to make sure you are understanding each other.
Promise them a solution
Conduct your customer service interactions in a way that minimizes the number of customers checking in to see how things are progressing. Keep your customer updated on how things are going; this should happen at least once a day. Give them expectations. Let them know when you will be contacting them again with an update. You can’t guarantee them a solution in that timeframe, but you can guarantee them a check-in. You’ll find this makes your customers a lot less anxious, people like to know what to expect, especially when something isn’t working for them.
Be realistic about the situation
Be honest with your customers about what you’ll be able to help them with. When you overpromise you just create more headaches for both you and the customer. When you mess something up, own it, and apologize to the customer. If the product fails, apologize. Making excuses for failing or the product failing will only make the customer angrier. Focus on fixing the problem and being transparent. People appreciate honesty, and even if they are upset, they will still appreciate you owning the situation.
Canned replies work
Yes, you read that correctly. Used properly, canned replies can be very effective and save you a ton of time. The trick is to know when it is appropriate to send out a canned reply. In customer service you’ll find that a lot of interactions start repeating themselves, and for those common situations, a canned reply is fine. You can still write canned replies that feel personal and not as if they came from a robot. Automating the basic replies leaves you with more time to deal with more complicated situations that arise. Ensure your sending these at the most suitable times for your customers by using an email scheduling tool.
Write better emails with these online resources
Writing is a skill that requires regular practice and fine-tuning. Punctuation, spelling, using the correct word — it all matters. If English is your second language, or you slept through English class, here are some resources to help you nail your text and avoid coming off as sloppy.
Grammarly and Grammar Guide – Check out these grammar resources. They are perfect for simplifying grammar and making it easy for you to understand and use English correctly.
WritingExplained– Is it “#001D30” or “gray”? This blog covers these common mistakes. Don’t let errors ruin your otherwise great emails.
Conclusion
An email will never be as personal as a face to face interaction, but that doesn’t mean you shouldn’t try to make it as personal and pleasant as possible for the customer. Small things make a huge difference when it comes to customer service emails. Each positive interaction counts and helps build a relationship between the brand and the customer. Use these six tips to make your customer service emails feel personal.
Grace Carter is a content manager at BoomEssays services. She creates business presentations, teaches interns and curates support communications.
It's hard to find consensus when it comes to airport rankings. Slideshows here, listicles there — it's always a matter of conjecture and PR. That's why the Lexalytics marketing team set out to define the definitive, data-driven ranking of America's 10 busiest airports. Use this as a resource when planning all your travel and layovers.
Google this: “best airports in the US 2018”
Do you see that? 660 million results. There are gigabytes upon gigabytes of articles across the internet about the pros and cons of various US airports. However, there’s rarely consensus between the many listicles, slideshows and travel blogs. So, Lexalytics, an InMoment company, mined social data from ten of the busiest airports in America. The goal? Rate these airports based on actual customer experience signal. The result: a ranked list driven by data science, not editorializations and PR.
After this project concluded, Lexalytics partnered with Gensler’s Los Angeles Aviation and Transportation Studio, the industry leader in global airport architecture. Together, the teams are completing a firm-wide research project that, in the words of Gensler, aims at “leveraging sentiment analysis to inform the planning and design of airports.”
Architects Kate O’Connor, Justin Wortman and Andy Huang from Gensler have been using Lexalytics’ Semantria Storage & Visualization (Semantria SV) to mine social media data about dozens of America’s airports, with the aim being to find the signal in the noise of customer feedback. Through Semantria’s sentiment analysis technology, the team is generating deep, data-driven insights into what travelers and staff value in their airport experience. It bears mentioning that the information and views presented in this article are Lexalytics alone. This list does not in any way represent the opinions of Gensler or its affiliates.
Methodology
This simplified example serves to illustrate the basic concepts behind rules-based sentiment analysis. In other words, -1 is very negative and +1 is very positive.
We’ve taken 30,748 Facebook comments from ten of America’s busiest airports and ran them through our Semantria Storage & Visualization platform. A bit of perspective: 30,748 Facebook comments equates to 869,973 words, enough to fill 2,768 pages. That’s more than double the size of War and Peace!
Using natural language processing, we algorithmically sorted the airports based on real customer feedback. In other words, the ranking is based on an airport’s average customer sentiment, rather than opinion or star rating. Want to know more about the factors that influenced each airport’s ranking? Click on each airport’s name to review our deep dive into customer sentiment.
If you read our earlier SFO article, it should come as no surprise that San Francisco International Airport tops the list for customer satisfaction. The airport began using social listening in 2017, making improvements aligned with customer demand. Judi Mosqueda, the Director of Project Management for SFO, oversaw the investment of $7.3 million towards improving the airport’s wayfinding experience. This project addresses a major customer concern. The data shows how the social mentions of wayfinding at SFO jumps from very negative to very positive in a year’s time. It’s clear that customers can be your best business adviser if you listen properly – using the right tools.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=””]I fly out of SFO for work and fun roughly 30 times per year. Yes there are weather delays, but this airport is truly a pleasure to use! The terminals are all being updated or have recently been updated, their [sic] are improvements in the weather delays, and there are plenty of flight options to choose from. The food has been getting better as the terminal renovations finish, which makes the weather delays more tolerable… The staff is great at serving the customers that pack in as delays stack up. The lounges are where I’ve noticed the biggest changes. American’s Terminal 2 Admirals Club is immaculate! If you have the pleasure of flying through SFO I highly recommend it![/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=””]Flights frequently get delayed due to ‘weather.’ You can play the weather card here and there, but when half your flights throughout the year are delayed due to ‘weather,’ that’s called a ‘scheduling’ problem.[/perfectpullquote]
What happens in Vegas can also skew the feelings of travelers who make their way through Las Vegas McCarran International Airport. Negatively scored reviews often criticize aspects of the city well beyond the control of airport stakeholders. Using a properly tuned social listening tool like Semantria SV, we see that often the negative customer sentiment is aimed at the City of Sin itself. We also learn that many travelers seem to enjoy the idea of having slot machines in the airport, while others found them an unpleasant reminder of past decisions. When it comes to the airport services themselves, like complimentary wifi on the tarmac, customer reviews score very positively. Overall, travelers find themselves engaged, on time, and happy while at LAS.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]Flew Virgin America for the first time. Classic funk hit ‘Flashlight’ was blasting through the speakers at ticketing! Gotta give them at least four stars for that alone! Also, won at gambling in the terminal. Even better? You get to enjoy super-fast FREE wifi![/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]I liked it but they need to get rid of the slots. After a week n [sic] Vegas I didn’t want to see another slot. I was so ready to go home. Four days is plenty n [sic] that town.[/perfectpullquote]
The deep-dive into Seattle-Tacoma International Airport details how the customer experience breaks all departmental silos. Dirty bathrooms, for example, exacerbate complaints about costly food. However, despite some small challenges, Sea-Tac’s positive reviews account for nearly 40% of its data set — not bad. Topics ranging from the attitude and helpfulness of staff to the quality of the (expensive) food all score positively. By using smart NLP solutions to its advantage, Sea-Tac could quite easily make the changes needed to find its way to the top of this list.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]A welcome stop in a long trip the food is good a little pricey but I guess that’s to be expected, train ride was nice and quick and the staff was friendly!!![/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]Why are all airport’s food so darn expensive? $12 for water and crackers??? Additionally the terminals aren’t equal in terms of food options. Previously I’ve never had an issue with bathrooms but I gotta say this experience was DISGUSTING. Hair everywhere. Gag me. But otherwise it’s great, the staff is very friendly and very helpful![/perfectpullquote]
As the busiest airport in the world, Hartsfield–Jackson Atlanta International Airport is bound to face some challenges. Through the power of NLP and social listening, it becomes clear that its biggest problem is with the wayfinding experience, despite recent and costly renovations. The data also shows that the saving grace for Atlanta is the staff, who are reviewed as courteous and helpful. Still, no amount of good cheer and manners can make up for the navigation nightmare of trying to find the proper gate.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=””]I had to navigate this huge airport with two small children, luggage, and a carseat [sic]. I can honestly say any attendant who saw me was more than helpful. Directing me to TSA, picking us up from the park and ride, and just being considerate. A large place but the staff is more than capable.[/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]Nice airport, good restaurants… only complaint — the signage could use a little bit of work. I stepped off the train to [sic]soon because of the confusing signage between terminal T and the baggage claim. (I’ve actually done this twice on two different trips :-D)[/perfectpullquote]
Denver International
Sentiment Weight: +0.15
Thanks to a colorful connection with conspiracy theorists, Denver’s reviews speak of anti-gravity rooms, the Illuminati, and “Blucifer” — the giant bucking bronco sculpture at the entrance to the airport. As detailed in the linked write-up, social listening shows many of these complaints represent a potential path for customer engagement. When you tune the results, the data show that staff get twice as many positive comments as negative ones. They also reveal that while customers don’t mind the Illuminati so much, they could go for some more hooks on bathroom stalls and an improved baggage claim experience.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]It is actually an underground Illuminati headquarters. The enormous, hideous blue horse statue with glowing red eyes next to the entrance road killed it’s [sic] sculptor before he finished it. The runway layout looks like a swastika when seen from space. There is a mural in one terminal that shows a child in a coffin. There are gargoyles on the inside of the building… Also, the people that work here are extremely nice and helpful![/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]Fantastic airport ruined by terrible bag delays which are common. Waited more than 30 minutes for my bags. Unacceptable.[/perfectpullquote]
In 2017, Dallas-Fort Worth International Airport ranked as both the best and worst airport (on different lists, of course). That it lands here on our list makes perfect sense as customer reviews score mostly neutral. Still, our sentiment analysis reveals that when travelers do get passionate about DFW, it’s usually about cleanliness. Interestingly, a PR director working for a DFW affiliated agency reached out to contest our findings; head over to the deep-dive article to see the exchange — and see the differences between AI and PR. A trove of positive comments highlight DFW’s inter-terminal tram system, Skylink. When properly maintained, Skylink is a unanimous crowd pleaser.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]Best airport for kids! Kids play areas and the Skylink! We purposefully will always layover at DFW because it’s always a great experience.[/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]One of the grossest airports I’ve been to. Carpet in the waiting areas is absolutely filthy, as are the seats in the sky trams as well. Not sure if they even vacuum???[/perfectpullquote]
Chicago’s position on this list is unique from the others, as the sentiment weight is skewed. The subject of a viral national news story, ORD received a flurry of one-star reviews in a short period of time. Using Lexalytics’ web dashboard, Semantria Storage & Visualization, we see occurrences of 1-star Facebook ratings jump from 11% to 58% within days of the incident. The number of 5-star ratings dropped by more than half overnight. There is no question the right social listening tool might have made all the difference to Chicago’s standing during that crucial time, a subject we explore in the article.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]Flight on time. Security line reasonable. Was not beaten and dragged off the flight I paid for by agents of an unchecked police state. So all in all a better than average experience.[/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]I’m paying for wifi and I’m using my last amount of battery to write this glowing review of O’Hare, that’s how much I’m disappointed with this airport. As a disclaimer my flight was delayed due to not being able to clear snow from the runways. I won’t fault am airline/airport for weather, but I will fault you for not being able to handle minor precipitation. Not prepared for snow of any kind in December! Concourses are dated. Waiting areas have no outlets… and chairs look like they’re straight out of the 1970’s. Avoid O’Hare at all costs… Also, I figured out that all these large plastic bins scattered around on the floor of the airport are for the crappy leaky roof. Real great look, Chicago.[/perfectpullquote]
Los Angeles International
Sentiment Weight: +0.06
If first impressions last forever, then Los Angeles International Airport is in trouble. Thanks to LA’s famous traffic, the airport faces challenges before customers and staff even arrive at the facility. While some of the responsibility lies with the City of Angels itself, the airport could use — and fortunately is using — AI powered natural language processing to effect landside improvements. The airport recently began deploying text analytics to inform infrastructure changes. Now, myriad improvements are in the works, ranging from a metro link to a tram connecting arrivals to rental car companies. If they follow through, LAX might rank much higher on future lists.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]I was pleasantly surprised by how chic the new airport remodel was! Nice little shops, a MAC counter, trendy eateries, a Tumi, and a Frederic M, plus plenty of places to charge my phone and tablet, and although I don’t drink, lots of bars for those that do![/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]Food options are great….if you can get there threw [sic] the traffic. Once in the vicinity it is so bottle necked its [sic] a mess. The rental car return is so far away dont [sic]even bother. You teally[sic]have to leave where you are at (if youre [sic]within a 35 miles radius, longer if you are farther) at least 4-5 hours before your plane leaves, just to get to LAX. Onc e [sic] within your terminal its [sic] nice.[/perfectpullquote]
Like Las Vegas McCarran, John F. Kennedy International Airport is as much a cultural landmark as a business. Nonetheless, customers come through by the millions and have many of the complaints you might expect of a giant transit hub. Last year, the New York state government earmarked $7 billion for renovations. They run the risk of throwing good money after bad if they fail to tap into the strategic knowledge afforded by text analytics and social listening. When it comes to positive customer sentiment for JFK, there isn’t much consensus. The airport faces many challenges ahead if it wishes to win customers from its two nearest competitors, LGA and EWR.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]My favorite of the major NYC airports (JFK, LGA, EWR). Staff is somewhat friendlier and it’s an all around better environment.[/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]Beyond frustrated with the lack of breastfeeding/pumping areas anywhere! No, I don’t want to pump at an airport terminal gate or in a booth at one of the terminal restaurants, but thanks for the offer. JFK is one of the busiest airports so not a lot of low traffic areas. Why don’t airports put outlets in the family bathrooms? It is hard enough having to travel with the extra supplies as is. Ugh… Also, no free wifi?[/perfectpullquote]
People really, really don’t enjoy Charlotte-Douglass International Airport. The consensus narrative exposed by the analysis reveals a systemic attitude problem among staff. Data extracted from the reviews reflect personnel who don’t appear to care about customer experience. Complaints extend to a variety of other areas as well, from ADA compliance to poor signage and wayfinding design, and the recently defunct bathroom attendant program. Charlotte does stand tall with its communal spaces — central to which is a sunlit atrium appointed with trees and snow-white rocking chairs. If Charlotte begins listening to its customers, it will be better empowered to solve their core challenges. In turn, bonuses like rocking chairs will be seen more as a cherry on top, and less as a manifestation of tone-deaf customer support.
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#1d8413″ class=”” size=”14″]As a connecting airport, it has a way to go to compete with Atlanta in terms of efficiency, services, scope… but I *have* had some respectable longer layovers here that were pleasant enough in a big white rocker with someone playing piano in the terminal gently in the evening. As an embarkation airport, it still kinda sucks but is getting better.[/perfectpullquote]
[perfectpullquote align=”full” bordertop=”false” cite=”” link=”” color=”#c8300d” class=”” size=”14″]Horrible!!!! I am Stage 4 Triple Negative Breast Cancer with METS to many bones. I am wheelchair bound as walking is very difficult. One of the people was to take me to terminal 15 and instead dumped me at terminal 8 telling me the terminal has been changed. The terminal was never changed and I was simply deserted. People began asking me if I needed help, these were passengers not employees. Never again will I fly through Charlotte.[/perfectpullquote]
Thank you for flying with us
And so concludes our definitive, data-driven guide to ten of America’s busiest airports. During the ensuing data analysis, we’ve discovered insights about airport architecture and uncovered customer experience best practices; we even learned how to use AI to handle a viral press crisis. It’s clear that when visiting an airport, customers care most about staff attitude, cleanliness, and wayfinding (in that order).
There’s more need – and competition – than ever to deliver meaningful and powerful customer experiences. Fortunately, technology like AI is helping bridge the gap, creating more value for both companies and customers, and allowing brands the opportunity to truly differentiate on customer experience.
Could there be value lying dormant in your company? Claire Fastier gives three examples of AI unlocking efficiency and opening avenues for your customer like never before.
Artificial intelligence is everywhere. From Google’s Arts and Culture app – which uses facial recognition technology to match selfies to thousands of artworks—to Pizza Hut’s plans for driverless pizza delivery.
In Australia, AI is hot on the agenda. The Federal Government’s 2018-19 budget revealed a $29.9 million investment over the next four years to strengthen Australia’s capability in artificial intelligence (AI) and machine learning – and a recent report from AlphaBeta reveals that Australia could reap a $2.2 trillion opportunity by 2030 with greater investment in AI.
The application of AI to improve customer experience is particularly on the rise. In fact, this year the Consumer Electronic Show (CES), held in Las Vegas and possibly the most notable conference in the world for showcasing the latest in consumer technology, featured its first ever Artificial Intelligence Marketplace to showcase the latest innovations designed to perform human tasks.
Products ranged from big data analytics to speech recognition to advanced decision making to predictive technology. Many of these solutions are already being leveraged by great companies to add a magic touch to their services.
The question you should be asking yourself is: are you taking advantage of this? If not, here are three ways you can apply AI, and examples of companies which have done so effectively, to improve customer experience right now.
1. Automate simple customer interactions
There’s nothing less efficient than bogging down highly-skilled, highly-paid employees with basic tasks. Emerging technology in artificial intelligence can automate simple interactions, allowing your people to focus on more complex and nuanced customer interactions.
Gartner predicts that 95% of customer interactions will be driven by AI by 2025, leveraging chatbots and mobile messaging to complete simple tasks. A strong local example of this is superannuation firm AustralianSuper, which launched its chatbot, ‘Ash’, earlier this year and has seen more than 50,000 messages sent, achieving a 92% overall customer satisfaction rate.
Over in the US, supermarket chain Kroger announced its new Kroger Edge technology, which, among other things, will enable the company to instantly change prices and activate promotions on digital displays, freeing up employees who would otherwise change prices by hand.
This sort of automation can deliver a more consistent experience and a huge financial impact according to Juniper Research, which estimates cost savings of more than US$8 (AU$11.27) billion annually by 2022, up from US$20 (AU$28.19) million in 2017.
2. Augment your service employees
Another powerful application of AI is within your own organisation. By leveraging solutions that enable you to proactively anticipate customers’ needs and engage on an emotional level, customer experiences will shift from mundane to exceptional.
Some of the world’s largest retail, hospitality and financial services brands, for example, use InMoment’s AI-powered technology to analyse unstructured (text-heavy) data and surface critical information when action is needed. Being able to pinpoint and act accordingly when customers are unhappy or in need of assistance is critical if you are to maintain and develop strong customer relationships.
3. Enrich your existing data
Finally, you can take all the data you have and put it to new use. As Peter Norvig, director of research at Google, notes, “there are a lot of places where AI simply lets companies use their data better, and AI usage is largely invisible to the customer. Retail sites, for instance, can observe the products people are viewing, and use that data to begin suggesting other, more relevant products to them than was previously possible.”
Recently, in addition to making targeted content suggestions, Netflix began tailoring the ‘cover art’ associated with a recommended movie or TV show, based on the user’s viewing history.
For example: the image displayed for a romantic comedy (I’m partial to The Truth About Cats and Dogs), will either play to the ‘romance’ or the ‘comedy’ of the film.
Or, it may feature the image of an actor who starred in other movies you’ve watched. For what it’s worth, Stranger Things has nine different cover art options.
There’s more need – and competition – than ever to deliver meaningful and powerful customer experiences. Fortunately, technology like AI is helping bridge the gap, creating more value for both companies and customers, and allowing brands the opportunity to truly differentiate on customer experience.
Most comprehensive customer experience programs are made up of several different types of studies, the two most common of which are Transactional and Relationship studies. Here we will describe the differences between these two types of studies.
Transactional or trigger-based studies are the base of most customer experience programs. This type of study is conducted among current or recent customers and is used to ascertain the customer experience for a specific transaction or interaction. This type of research looks at near or short-term evaluations of the customer experience and often focuses on operational metrics.
In contrast, the relational or relationship customer experience study is typically conducted among a random sample of the company’s customer base. Relational customer experience is used to understand the cumulative impressions customers form about their entire customer experience with the company. Importantly, this type of customer experience research is often the chassis for ascertaining specific aspects of the experience important to predicting loyalty and other customer behaviors.
A. Transactional Customer Experience
In a transactional customer experience study, we focus on the details of a customer’s specific recent transaction. For example:
The respondent’s most recent visit to Wendy’s
The customer’s visit yesterday to her local Deutsche Bank branch
Last week’s call to the Blue Cross/Blue Shield customer service center
The respondent’s visit, 10 days ago, to Nielsen Nissan in Chesterton, Indiana, for routine auto maintenance.
The overall rating we ask is the respondent’s overall evaluation of the specific transaction (visit, stay, purchase, and service). The attribute ratings are also specific to the specific transaction.
B. Relational Customer Experience
A relational customer experience study is broader in coverage. Here, we ask about the totality of the relationship with a company. In a relational customer experience study, the questions relate to the overall, accumulated experience the customer has had with the company. So rather than ask about the timeliness of an oil change at Nielsen Nissan and the quality of that service, the relational survey would ask for the respondent’s overall perceptions of Nielsen Nissan’s services across all the times the customer has interacted with that dealership.
The overall ratings are often overall satisfaction with the relationship as a whole, willingness to recommend, and likelihood to return. Attributes are similarly broader in scope. We would not ask the customer about her satisfaction with the speed of service for her last oil change, instead we would ask about her satisfaction with the speed of service she usually gets when she visits Nielsen Nissan.
C. Sampling Differences Between Transactional and Relationship Studies
In addition to the content of the surveys, a critical difference between these two studies is the sampling frame. In a transactional customer experience study, we sample customers who have interacted with the company recently. This is also sometimes called “trigger-based” customer experience since any type of interaction with the company can “trigger” the inclusion in a transactional customer experience study.
In a relational customer experience study, we typically sample from the entire base of customers, including people who may not have interacted with the company recently. A relational customer experience study is projectable to the entire customer base, while a transactional customer experience study is a sub-set of customers – those who have interacted recently.
When leveraging customer experience information with internal information, transactional customer experience information is often linked to operational metrics (such as wait time, hold time, staffing levels, etc.). In turn, through the use of bridge modeling, transactional research is often linked to relational customer experience, which is then linked to downstream business measures, such as revenue, profitability and shareholder value-add.
D. Recommendations for Relationship Surveys
Survey Content: As mentioned above, relationship surveys are meant to measure the totality of customers’ experiences with a given company. They are also meant to determine how customers are feeling about the company NOW. It is important to note that customers overall feelings about a company (as measured in relationship surveys) are often NOT the average of their transactional experience evaluations. This is because different transactions, especially if they are negative, can have a much larger effect on overall feelings toward a company than other transactions.
Most relationship surveys contain questions addressing:
Overall Metrics such as Likelihood to Recommend the Company, Overall Satisfaction with the Company, and Likelihood to Return or Repurchase
High-level brand perceptions
Company service channels usage and evaluations such as store/ dealership, finance company, call center/problem resolution teams, etc.
Product usage and evaluations
Share of Wallet measures
Marketing/communication perceptions
Survey Sampling: Who, how often and how many customers do you need to survey? There are no hard and fast rules but remember the idea is to obtain a representative sample of your customers. With that in mind:
Who to Survey: All customers (whether they are recently active or not) should be available for sampling. You also might want to oversample small but important groups of customers (e.g., millennials, new owners, etc.) to ensure that you receive enough returns to analyze these groups separately. However, if you do oversample you will need to weight your data back to your customer demographics to ensure representative overall results.
How Often to Survey: While transactional CX research is usually done on a continuous basis, relationship studies are usually conducted once or twice per year. How often companies conduct relationship studies is usually determined by the number of customers available (i.e., are there enough to conduct the study twice per year?) and when and how often decisions will be made based on the findings.
How Many to Survey: This is often the most frequent question clients ask and the basic answer is that it depends on what organizational level you need the results to be representative of. The good news is that if you are only concerned about making decisions on the entire company level, only about 1000 well-sampled responses is sufficient. For most large companies that is a very small percentage of their customers. However, if you want the finding to be representative of lower levels of the organization for comparison purposes (e.g., zones, districts, stores) or want findings to be representative of certain customer groups (e.g., millennials, minorities, long-term customers, etc.) calculations need to be performed to determine the number of responses needed for these groups. Unfortunately, as demonstrated in the chart below, as the population size (e.g., company customers, zone customers, store customers) goes down, the percentage of customers needed to represent that population goes up. For instance, to obtain +/- 3 percentage point precision for a population of 3,000,000 people you only need 1067 randomly sampled returns. That is just 0.04% of the population. For a population of 30,000 people, you need 1030 returns which is 3.4% of the population. For a population of 3,000 the number of returns needed drops to 787, but that is 26.2% of a population of 3,000. For a very small population like 300, you need returns from 234 people (78.0%) of the population.
E. Summary
Both transactional and relationship surveys are key parts of any comprehensive customer experience program. Transactional surveys are great for assessing the quality of specific customer touch points and making improvements in those areas. Relationship surveys allow for the assessment of the entire customer experience across all touchpoints and therefore more closely relate to customer behaviors such as loyalty, customer spend, and customer advocacy.
It used to be that retailers considered the four “P’s” of marketing when pushing their wares to consumers: product, price, promotion and place. Today, however, not many brands can rely on a single “P” to differentiate, but are instead dependent on one big “E:” experience.
It used to be that retailers considered the four “P’s” of marketing when pushing their wares to consumers: product, price, promotion and place. Today, however, not many brands can rely on a single “P” to differentiate, but are instead dependent on one big “E:” experience.
While the rise of Amazon originally created a serious question about whether fast, easy, and varied e-buying would largely replace traditional brick-and-mortar retail, the last year has turned the conversation to something more complex. Amazon, Warby Parker, and other born-digital brands have increased their investment in physical stores, bowing to the undeniable fact that some experiences — or components of the experience — simply can’t happen in the digital sphere.
Our 2018 Retail CX Trends study asked consumers whether a “recent, enjoyable” shopping experience occured at a physical store, digitally, or through a combination of physical and digital. More than half of consumers (53 percent) said it was in a store.
The research also showed an interesting trend: The younger the consumer, the more likely they are to have enjoyable retail experiences in the digital realm alone, and as a hybrid blend of digital-physical. Brick-and-mortar stores will continue to be essential touchpoints, but retailers must elevate and embed digital elements to become and stay relevant to their next-gen customers.
Our researchers wanted to know what elements of a retail interaction elevate a mere purchase to an experience. In looking at both the quantitative and qualitative data, we saw a interesting story emerge. Coming in at No. 2 was Personalization. Part of what elevates a brand experience is making customers feel special. And while retailers are directing the large majority of resources toward digital personalization, 30 percent of respondents said personalized treatment in stores is what elevates a mere purchase to an “experience.”
Now for the top-ranked response: Product quality. At first read, this may feel anticlimactic. After all, quality doesn’t have the same sparkle as some of the other options, like multisensory elements like smell, taste, touch, or access to experts. What this rather mundane-sounding selection indicates consumers’ focus on the experience beyond the initial purchase — the enduring impression that a good, quality take-away creates long after the transaction. Each time your customers engage with the item or service reinforces a positive or negative impression toward the brand.
The Forgotten Experience
Retailers often forget that giving feedback about an experience is actually part of the experience. They over-survey their customers with questions that they want answers to, and do so in old-school, multiple choice formats.
Our researchers wanted to know what kind of feedback experience consumers consider the “ultimate” experience. The top pick, by far, was the ability to give ratings at 88 percent. Thanks to the ease, quickness, and increasing gamification of ratings, this was not a surprise.
The next three picks included participating in focus groups (35 percent), speaking naturally via voice assistants like Siri or Alexa (26 percent), and sharing images (25 percent).
While making feedback fun and simple is nice for customers and can produce a mountain of valuable structured data to analyze, their stated willingness to use new technologies to share more detailed, more personal data is worth noting. In line with other topics in the study, younger consumers are more willing to engage with brands in “intelligent” conversations; a gift that brands should embrace.
To learn more about what your consumers need and want from their retail experiences, get your free copy of “The 2018 Retail CX Trends Report” today!
I’ve heard a lot of CX and marketing pros declare the old-school type of loyalty -- “faithfulness to which one is bound by pledge or duty” according to Merriam-Webster -- is dead. We wanted test this assumption while also exploring whether there might just be more complexity to customers’ commitments.
Last week, I covered findings from InMoment’s 2018 US Retail CX Trends Report that discussed how brands can earn their customers’ trust. This time I’ll delve into the second theme: Loyalty.
I’ve heard a lot of CX and marketing pros declare the old-school type of loyalty — “faithfulness to which one is bound by pledge or duty” according to Merriam-Webster — is dead. We wanted test this assumption while also exploring whether there might just be more complexity to customers’ commitments.
We started by asking about the object of consumers’ loyalty: do they feel more connected to brands, or to they tend to gravitate to specific products or services?
More than half of consumers gave a mixed response, saying that it depends on the brand or product/service. Slightly more (26 percent versus 21 percent) of customers said they tend to feel more loyalty to brands versus products. Millennials were the most definitive group, with 30 percent saying they feel loyal to brands.
For retailers, this is a critical distinction. Consumers are loyal to what and where they find value. Brand-level loyalty may be more about lifestyle or aspiration, while fealty to specific products may be more about efficacy. Of course there are products that have achieved near-brand status like iPhones that probably combine both motivators.
Knowing why customers commit can inform an incredible range of business activities, from brand messages and new product development, to demand generation campaigns and experience design.
The next topic we looked at round loyalty is how and why it develops, anas well as unravels.
The data revealed that for both scenarios, it’s a journey. The large majority of shoppers — 80 percent — said they “grew to love” a brand over time; the cumulative effect of great products, service, buying experiences, positive reviews and recommendations from others. Fifteen percent experienced “love at first sight,” and 7 percent committed after a glowing recommendation from a trusted source.
When it comes to breaking up with a brand, nearly two thirds (58 percent) of US consumers said it takes several “really bad” experiences in order to make the hard choice to leave; with 34 percent saying it’s more a matter of “growing apart” as they experienced a gradual decrease in what was special. Just 19 percent of customers said they only give a brand one chance to fail before they leave.
So what does this mean? Brands shouldn’t get too comfortable, though. While the research demonstrates that today’s retail customers can be quite loyal, there’s a limit to their commitment. Nearly 50 percent of customers say they’ve left a brand to which they were loyal to go to a competitor that is better at meeting their needs. Failing to stay relevant will accelerate the exit of even your most loyal customers.
For those fortunate brands that achieve loyalty status with their customers, the benefits are tangible and significant.
Long-term Relationships: A whopping 77 percent of consumers say they’ve held relationships with specific brands for 10 or more years. This is even true of 60 percent of Millennials, despite being relatively young.
More, More, More: 61 percent of loyal customers go out of their way to buy from them, and 60 percent will make more frequent purchases (that number rises to 70 percent among Millennials); 50 percent will purchase more products.
Tell a Friend: 75 percent of loyal customers will recommend a brand to friends and family.
Because we’re in the business of customer feedback, we also wanted to know how loyalty affects customers’ willingness to share data generally, and their feedback about their experience specifically. Here’s what the data revealed: Customers who feel high levels of trust and loyalty are significantly more likely to share ratings (in the 90 percent range for both) and detailed commentary (both exceeded 70 percent) about their experiences. A good number (30%) are also willing to hand over personal data (name, age, location, etc.), and 41% are up for sharing their purchase data (how much, what, where) with trusted brands.
While these numbers aren’t astronomical, they’re an important place to start. Establish trust first, and then deliver consistent value over time. It’s a long and complex road, but one brands must travel if they expect savvy customers to had over something they realize is precious.
Employers know that hiring individuals who are a good fit is important to the company’s ultimate success, but not everyone recognizes that hiring is just the beginning. In the healthcare industry in particular, where burnout rates have been increasing at alarming rates, monitoring employee sentiment and getting feedback to improve their engagement is crucial to retaining staff and delivering superior patient experience.
Understanding employee sentiment is a critical responsibility of HR, especially in healthcare
Engaged employees feel internal motivation to go above and beyond the call of duty for patients. For example, an engaged food service worker in a hospital will feel motivated to make sure food is delivered hot. When employees feel more connected to their jobs, they will go the extra mile to provide great quality care and research backs that up.
Keeping health professionals engaged has been shown to have positive impact on:
Patient satisfaction
Employee Turnover and Absenteeism
Patient Loyalty and Advocacy
Revenue
Monitoring employee sentiment and making use of feedback
Employee engagement is a challenge no matter what size an organization is, but it is especially difficult and important when you’re a large healthcare company. With most large enterprise organizations, human resources has systems for gathering and monitoring employee feedback channels. But you miss out on an opportunity to improve their employee happiness and engagement if you sit on all the open-ended feedback you receive from employee surveys.
Qualitative feedback can be organized into themes using machine learning
A Fortune 100 healthcare company approached Wootric for help making their voice of employee survey program actionable. This company’s employees already respond to engagement surveys on a regular basis. This provides a score to track over time and rich open-ended feedback, ripe for analysis.
But with thousands of feedback comments waiting to be analyzed, understanding the “why” behind their employee engagement scores was difficult. In addition to that feedback, the company was seeing relevant feedback on review websites like Glassdoor and Indeed. They were interested in this data because it offered a perspective that might not be shared on their internal pulse surveys.
This is a lot of feedback to process.
The good news is, employee feedback typically clusters into topic areas. Wootric text analytics algorithms are trained to recognize, including these themes:
Benefits & Compensation
Training
Systems
Workload
Management (direct management and overall leadership)
Health/wellness
Sentiment & text analytics provide insight into survey comments
The healthcare company now receives themes and uncovered valuable insight in their Wootric dashboard. Each comment is tagging with relevant themes and each tag is assigned a sentiment (positive, negative, neutral).
In this fictional example dashboard, the human resources team can dig into the bucket of comments associated with “systems”, which covers new technology and hardware.
The algorithms do all the tedious, normally time-consuming, work of reading qualitative feedback and organizing each comment into different buckets with tags. Our data scientists and customer success team then conduct a review of the newly structured data to ensure our client received quality, actionable insights out of the gate.
Benefits of real-time sentiment analysis of employee feedback
We work with human resource professionals to accomplish these goals:
Understand what impacts employee morale
For example, sentiment analysis can help you understand the impact of a roll-out of a new software system or benefit plan. When you have the data, you can move beyond anecdotes and hunches and measure the overall impact.
Understand engagement issue by employee role, e.g. doctors, staff
Nurses and surgeons both care for patients, but their responsibilities and goals will be very different from a pharmacist or receptionist. Different roles all have different concerns and enabling employees is much easier when you know who needs what. Segmenting your data by roles helps human resources teams to identify role-specific problems and address different concerns.
Use data to guide strategic plans to improve employee satisfaction
You may be hearing feedback from people all the time about how you can improve processes, the working environment, etc, but until you’ve quantified all of that feedback, it’s just anecdotal. Human resources teams are able to prioritize projects to most effectively improve employee satisfaction. There are impactful, strategic wins that you can make hidden in the comments you receive. Be sure not to miss them!
Risk management & incident detection
One benefit of analyzing online reviews is that you’ll understand what influences your company’s reputation as an employer. You’ll know how you’re perceived as well as why you’re perceived that way. In addition, anonymity on these kinds of forums means that current employees may be more honest about something serious–including sexual harassment or discrimination.
For our customer, it’s not enough to be on the cutting edge of technology when it comes to medical equipment and methodology. To provide quality care, they have made employee engagement a priority. Taking a modern approach to employee feedback with text and sentiment analytics makes improving employee happiness less about sorting through a flood of data, and all about taking action.
Unlock insight about employee engagement.
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TELUS is Canada’s largest healthcare and IT provider. They are also the fastest growing national telecom. However, in 2016, TELUS’ CX program was fragmented. They set to work and less than 18 months later, they turned their CX program around and saved $1 million year-over-year which resulted in a 100 percent volume increase in feedback and 45 percent SMS response rate across 3,000 VoC users. By focusing their efforts on reaching more customers with proactive recovery, they have seen a $5 million-dollar opportunity in churn reduction.Their concentration on the user experience and a comprehensive customer follow-up strategy benefited their bottom line. In a recent webinar, Stavros Davidovic, CX Manager at TELUS, shared the details of their program and the numbers behind their CX efforts.
You Need the Right Team
In order to achieve the type of growth experienced by TELUS, having the right team is critical. This needs to be a dedicated internal CX team. Team members need to be empowered to remove barriers, improve timelines, and develop themselves and others as subject matter experts.
Furthermore, as a part of the internal CX team, there needs to be a passionate executive sponsor that challenges the CX team daily. Those that support the CX team in the organization also need to have fair access to resources. Cross-functional alignment is key. Having the right team is not enough, if a customer centric mindset is not ingrained in the organization.
Establish a Customer-Centric Identity
Having a customer-centric identity at an organization means that customer experience is considered at every interaction. At TELUS, the goal is to not only collect feedback and act on feedback, but to do it at every step of the customer journey. This allows for an always up to date pulse on how the customers are feeling, which enables to TELUS to act accordingly. Part of having a customer-centric identity is having a hub for all things feedback related. This allowed for TELUS to be more transparent internally, as well as provide a place for reference material and support. One important part of keeping a customer-centric mindset is to ask the right questions.
Ask the Right Questions
Customers may not give out the detailed feedback you are looking to find. That is why it is critical to ask the right questions. Not just asking the right questions but asking them at the proper key points in order to maximize the impact of feedback. By asking the right questions at key points, you’ll be able to keep your brand consistent, invitations timely and personalized, emphasize the value of feedback to the customer, and properly act on the feedback.
“Customers aren’t interacting with you because they want to, but because they have to. You have to be mindful of that.”
From Fragmented to First-Class
In just 18 short months, TELUS saw a $1 million dollar increase in annual savings, 100 percent increase in volume of feedback, an increased SMS response rate, and a churn reduction of $5 million by reaching 15% more customers. These results were due to establishing the right team that was cross-functional with an executive sponsor, establishing a customer-centric identify that put the customer first in every situation, and asking the right questions at the right point in the customer journey. These things allowed TELUS to slingshot their fragmented CX program to being world-class. For more information and If you’d like to watch the full webinar, you can do so here.
