competitor analysis

As business professionals, our lives often involve one or more reports packed with market research data every week, if not every day, providing an onslaught of facts and insights. Most of us have experienced the fatigue and boredom brought about by too many facts and too little learning.

So, how can we deliver effective market research data reporting and communication of information and insights in a way that captures the imagination and garners interest and, more importantly, inspires action? Storytelling.

The Importance of Storytelling

The most critical ingredient of effective market research reporting comes in the shape of stories. Storytelling is rarely given the attention it deserves. If research is both art and science, we need to blow the dust off the art elements including writing, presenting, persuading, visual arts, theatrical arts, and the art of storytelling.

For the last few decades, with the dramatic increase of data and information availability, the users of information frequently find themselves in a tough place to make any meaningful conclusions. Especially in the marketing research industry, the research buyers have been identifying the lack of “a story” in the delivered reports by research suppliers. The users of research cry that they do not want just scores and statistics, rather they want a story that tells “what happened” or “why is that important” based on those scores and statistics.

4 Steps to Telling a Story with Market Research Data:

It is necessary to use a set of principles to find insights and then outline steps to successful communication of market research data and insights to business end-users. Consider this method:

Step #1: Understanding

Context is everything. Before designing a research study, it is critical to understand the business’s objectives, current environment and situation, pain points, the stakeholders’ interests, and the use of information. Researchers gather context about the business and the research needs through the clients, their organization, and other outside sources before planning and designing the study.

Step #2: Planning

Design a research study with the “end in mind” and look at the process from the end to the beginning. First, focus on the business objectives, then design the way to deliver the information to meet those objectives, then design the analytic plan to provide this information, and finally design the survey instrument and the sampling frame to collect the data to be analyzed.

Step #3: Discovery

When the data is collected, an essential step is to review the data and discover the story hidden in it. It is a common failure of many market research studies that the researchers deliver a long report of results from the study, basically a dump of information, question by question, without focusing on a story to answer the specific research and business objectives. Instead, a discovery phase needs to occur, where the data is reduced to a coherent story that will answer businesses’ research questions.

Step #4: Communication

Finally, now that the data is reduced to a story, how do you tell that story in the most effective way? This is the last and most important element of delivering research results, as only effective communication of results will accomplish the goal of meeting the business’s research objectives.

There are many ways of making the communication of research story effective, but we will focus on three of those ways here to share some best practices we implement for effective business reporting: Use of visuals, colors, and dashboards.

Use Graphics and Charts

When reporting on market research data, visual components are the centerpiece. A busy reader will often flip through and look at the main diagrams and charts in a report, much the same way that someone flips through a magazine or newspaper and looks at the pictures (and maybe reads the captions). To get your point across in a report, make sure that the visuals are conveying the point—don’t hide your conclusions in the accompanying text. Moreover, neuroscience tells us that recall is also better when accompanied by visual elements—something to which the reader can attach ideas.

Visuals in research reporting are generally either “graphics” or “charts.” Generally, charts visually plot the size of market research data, while graphics show the relationship between concepts/objects or the ow in a process. This distinction matters because graphics are useful for helping show the structure of the story we are telling, while charts are useful for clearly showing the evidence that backs our story. We utilize these graphics to tell a clear and concise story.

Graphics “show” in one complete picture these connections, whether it is a chronological order, a cause-and- effect relationship, or an organizational structure, in a simple pictorial way, making it easier to comprehend and recall. While graphics narrate the story and provide a way to visualize the market research data, charts fill in the details and support the points we are making.

The traditional style of research reporting often fails to engage the attention and therefore the brain of the reader, resulting
in a lack of processing, memory and recall. There are ways to combat this problem, using editing and data density.

  • Editing refers to the process of cutting distracting content. Review the chart for repetition, for non-results, for unnecessary text that does not provide additional information, and for relevance to the main objectives. The editing step reduces long, repetitive charts.
  • Data Density refers to the quantity of market research data points that are shown in a given space. Instead of using repetitive charts to display multiple data series, we can use the idea of data density by combining multiple series on the same chart to improve the flow and interpretive richness of the report. When data elements are far apart in the report, insights can be missed. The human eye and mind are more adept at noticing patterns than we give it credit for, so dense data displays play to this strength of the brain and keeps it engaged.

An important step in creating better charts is focusing on the key elements and deleting the rest so as not to clutter the charts. Another way to increase data density is through interactivity. Interactivity means allowing the user (either a reader or a presenter) to interact with the data by making choices about what they want to see.

Convey the Story Quickly and Accurately

With increased amount of information available through various sources, it has become a major challenge for marketing research professionals to reduce the vast amount of data into meaningful messages for audiences. Many audiences find themselves flooded with just ‘data’ and ‘information’, overwhelmed with statistics and facts, and left without true insights that should inform marketing and strategic decisions.

To overcome this challenge, the key is to tell a story from the data. A coherent and clear story that is relatable to the audience will be more successful in capturing the audience’s attention, and will succeed in communicating the message by creating curiosity in the audience’s mind and engaging them in thinking.

Use of visuals is critical in presenting a successful story, but visuals need to be selected and constructed carefully to create the best effect on the audience. Editing and data density are key ways to improve the readability and effectiveness of reports. Interactivity uses the reader’s working memory to help them see localized patterns in the data.

These tools together make the evidence provided by the charts more powerful and relevant to the story. Understanding how people perceive and compare shapes in charts allows us to construct visuals that accurately and quickly convey the story.

Seamless Retail Experiences

It is no secret that today’s retailers are faced with unique challenges. The rapidly-changing, ever-evolving retail landscape continues to present questions, roadblocks, and pain points that retailers need to address. These tribulations can take many forms; defining customer loyalty in emerging consumers, creating seamless retail experiences across channels, tracking a customer base that seems to be in multiple places at once, and keeping up with a digital landscape that changes as frequently as the Cleveland Browns change quarterbacks. 

In such a fast-paced environment, how are retail brands expected to succeed? The keys lie in your customer data—and how you leverage it. 

3 Necessities for Stand-Out, Seamless Customer Experiences in Retail

  1. Integrate Data From Everywhere Into Your CX Platform
  2. Increase Experience Awareness
  3. Encourage a Culture of Commitment 

#1: Integrate Data From Everywhere Into Your CX Platform

One of the most important keys to deliver seamless customer experiences is to have seamless data integration from everywhere into your CX platform. In order to form a holistic view of your customer’s experience, you need to be able to analyze every data point you can. 

Your customer’s data comes in many different forms (you can learn more about customer data in this article from InMoment Customer Insights Expert Jessica Petrie). Whether it be surveys, review sites, or social media. If you only look at one or two of those data sources, your view of the customer is incomplete, and it may cause you to make decisions for a customer base that you don’t fully understand. 

To continue to provide stand-out experiences, you need to view the customer experience from every angle, and across every channel. This is done by making sure your CX platform is capable of ingesting all of your data and displaying it in an easily accessible, centralized location so that you can access holistic customer insights whenever you need. 

#2: Increase Experience Awareness

Across the hundreds of brands and partners we’ve worked with here at InMoment, we have learned what works, formed a cohesive and proven approach, and can now guide our clients toward a successful CX governance strategy. This strategy will look different depending on the size and structure of your organization. 

Regardless of what you call it or where it lives, you need to have a plan for how you will make your CX program an organization-wide, customer-centric initiative—and keep it that way. It has to be more than just saying you are customer-centric, or having the word “customer” in your mission statement. 

Every department should have a window into the insights you gain from your CX program—and be able to leverage them in their decision making. The information you receive from customers needs to be shared with all other departments and teams, not siloed in different departments, otherwise, you could be sitting on insights that could make a huge difference in your bottomline. When you break down those silos and create channels of communication across departments, your business will see more success in the areas that matter most!

The first step to creating that kind of organizational support and buy-in for your CX program is to create a cross-functional council. This council, made up of representatives from every part of the organization, should be chaired by the CEO or a high-level CX champion. 

This council should aim to manage the activities of the tactical working teams that are striving to improve the customer experience as well as communicate expectations throughout the company and particularly to the customer-facing associates. 

For example, many large organizations have a Chief Customer Officer, an executive professional in charge of the company’s relationship with the customer, who reports to the CEO.   

Truly best in class CX companies will often have what we call CX Champions, Ambassadors or Champions scattered throughout the company that are championing or spearheading efforts within each of the silos we discussed.

#3: Encourage a Culture of Commitment 

A “Culture of Commitment” is the ultimate goal of any customer experience program. In a company with a true Culture of Commitment, every single employee is invested in making experiences better for customers. Whether it be in store, over the phone, or online, these employees are the face of your CX program, and they understand the impact they are making on customer experiences every day. 

When your employees are engaged in the experience, your organization will benefit. Did you know that 70% of the time, a person will become a repeat customer when their complaint is resolved? And that engaged employees can increase an organization’s sales by up to 20%? 

By having engaged, customer-centric employees, you will see an increase in the frontline metrics that matter to your organization. Frontline employees are the biggest customer facing assets your organization has. While executive sponsorship is important, your CX program needs buy-in from everyone in the organization in order to be successful. 

How a Global Footwear Retailer & InMoment Client Started with Customer Data, Fostered CX Governance, and Inspired a Culture of Customer Commitment

One of our clients, a global footwear retailer, leveraged all three of these strategies to move toward a fully customer-centric approach to business. 

It started a few years ago, when an operations team leader, who was passionate about his team being customer-centric, started using customer data points as supporting points in conversations with his team. 

These conversations would look like “Did you know that when our associates offer additional merchandise at the point of purchase, there is a 17% average transaction size uplift.” or “Did you know when our associates are successful helping a customer try on a shoe, they are 3x more likely to make a purchase.”  

This CX champion was able to leverage these customer insights to socialize this information, and make other departments and employees aware of how they could improve the customer experience. Through these actions, a small cross-functional CX governance committee was formed. 

This team was able to get the attention of the executives with their data-driven decision making and were therefore able to help the c-suite realize that factors such as employee behavior, customer behavior, and customer insights are all important factors that drive sales and increase the bottom line. 

After the C-suite executives realized the importance of a CX program, they invested more into it. The CX program adapted and started to utilize an integrated approach to customer experience, where they combined insights from different areas of the organization. And with that approach, they are set to set off the same cycle of success over and over again!

So What? 

Based on our expertise and the lessons we have learned from all the CX programs we have helped grow, we have formulated a list of next steps that will help you make progress towards integrated CX!

Step #1: Go Beyond Surveys

Integrated CX isn’t just about surveys. Find other signals in your organization, and integrate them into your program. 

Step #2: Understand Emerging Customers

Continue to understand your customers. But, you also need to listen to the non-purchaser. Having a deep understanding of your future or potential customers will help you make business decisions. 

Step #3: Get Ahead, Stay Ahead

Having a plan in place is key to your CX success. At InMoment, we often talk about designing with the end in mind. Knowing where you want your CX program to go and what you want to accomplish is key for starting out in a CX program. 

Step #4: Action, Action, Action

Go to work. Identify the initiatives that will have an economic impact. All action taken should be tied back to a specific outcome. 

If you want to learn more about leveraging customer data to craft seamless, differentiated experiences in store & online, watch the full webinar here!

Survey Methodology

Survey Methodology

When it comes to collecting data, one of the best ways to do so is a survey. Most companies put out surveys of some kind for customers and employees at different points. But there’s more to a survey than just a series of questions. In fact, surveys typically have a method behind them to gather specific types of data and to make them as effective as possible. But what is a survey method? What is survey methodology? Read on to learn about survey methodology and why that matters.  

What Is Survey Methodology? 

What is survey methodology? To begin, it’s important to distinguish between a survey methodology and a survey method. A survey method is the process or tool you use to gather information via a survey. For example, you might create an online survey with multiple choice questions, and that would be your survey method. A survey method can be qualitative or quantitative. We’ll talk more about survey method options and their pros and cons later on. 

Survey methodology, on the other hand, is the study of survey methods. It’s looking at all of the survey methods available and using applied statistical information to determine what methods give certain errors and where accuracy can be improved. Essentially, survey methodology studies sampling techniques and practices and determines the accuracy, so researchers of all kinds can improve their methods and get more accurate results. 

What Is the Purpose of Survey Methodology? 

So what is the purpose of survey methodology? Why do we have an entire field of applied statistics working on surveys? It’s important to understand why survey methods matter first. Survey methods are designed to help researchers and companies get information as accurately as possible. After all, the data you gather isn’t worth much if it’s completely inaccurate or riddled with errors that make it difficult to use. Survey methods are how you get data. 

Survey methodology exists to support survey methods. Survey methodology is all about studying the ways to improve the accuracy of survey methods, so researchers and companies can get the most accurate results from their surveys. It’s a field that exists to minimize errors—any deviations from your desired outcome—and help create data that’s as accurate to a population as possible. 

Think about it this way. The common stats phrase for setting up a survey is, “Garbage in, garbage out.” That means that if your method gathers bad data, you’re going to get bad results. The bad data can come from a variety of sources, but one major source is that your tool for gathering the data isn’t very accurate. Survey methodology’s purpose is to make those tools as accurate as possible. It’s what helps researchers and companies get great tools or methods to gather reliable data and get accurate results. 

Types of Survey Methods

Now that it’s clear what the difference between survey methods and survey methodology are, we can look at common types of survey methods available. 

Quantitative and Qualitative

Methods can include both qualitative and quantitative data, but what’s the difference? Qualitative data is descriptive data and more conceptual data. For example, if your survey is gathering qualitative data, you would want to collect quotes from respondents and try to look at the emotions and sentiments of your potential customers, rather than performing a statistical analysis. Qualitative data is the heart of data. 

Quantitative data is data that’s numerical—or quantifiable. When you perform a quantitative survey, you’re gathering information you can do a statistical analysis on; you want to know numbers. While qualitative data is the heart of your data, quantitative data is the bones and muscles; it’s what gives your data structure and support. 

Both quantitative and qualitative data are incredibly important. When you’re choosing to collect data, think about what you hope to accomplish with your data and whether you’re collecting qualitative data or quantitative data. That’s an important part of your survey methods. 

Structured and Unstructured

Another important part of your methods is the structure you choose. Some surveys are very particularly structured while some or more unstructured and allow respondents more liberty with how they answer and where the conversation goes. To determine how much structure you want, think about what kind of data you want at the end. If you want very specific types of data and quantitative data, you would probably choose a structured method that has people responding to exactly what you’re exploring. 

If you’re looking more at qualitative data, you might find it beneficial to take either route. On paper, a structured survey might be easier and get you the information you need. In an interview survey, you could go either way—or even strike a balance between the two—depending on if you’re interested in seeing where the conversation ends up going or in gathering data on something specific. 

Open Ended or Closed Ended Questions

Now it’s time to think of the methods for questions. In general, you can gather information from open ended or closed ended questions. Open ended questions are ones without answer options, a yes or no response, or a true and false response. These kinds of questions are typically geared toward qualitative data (but can be flexible, of course). Closed ended questions typically have respondents choose from some kind of option or require a one-word or one-number kind of answer. These questions are common for quantitative methods. 

Ultimately, a great survey may combine both open ended and closed ended questions to get a variety of data. 

Survey Collection Methods

The final aspect of your survey methods is the method of collection. There are many ways to collect data, but these are a few common ways with their advantages and disadvantages: 

  • Face-to-face
    • Pros: very personal, allows you to see non-verbal nuance, flexible for both structured and unstructured questions
    • Cons: can be time consuming to set up and takes resources to make happen
  • Online
    • Pros: easy to organize, can be easy to get large amounts of data at once, digital responses that are easy to analyze
    • Cons: could be subject to survey response bias, respondents may not complete the entire survey
  • Observations
    • Pros: simple to do and doesn’t require expert design, great for testing hypotheses
    • Cons: could affect the accuracy, no controlled variables
  • Focus groups
    • Pros: easy for qualitative and unstructured data gathering, get a variety of perspectives, may lead to salient ideas you haven’t considered
    • Cons: participants might not reveal their true thoughts, opinions of the respondents could be influenced by other participants

As you can see, there are so many survey methods to choose from to consider. And survey methodology is all about how to make these methods more effective. 

How to Write a Survey Methodology

When you’re going to use a survey, you can write out your methodology—or all the components of your methods and how effective they may be. Here are the steps to writing a survey methodology: 

  • Define your sample group and size (evaluate for accuracy against the population)
  • Decide on your methods and data collection method (while evaluating the effectiveness of those choices)
  • Design your survey questions and remember to keep in mind: 
    • The approach
    • Your time frame
    • Your method of collection
    • The wording of questions
    • Biases
    • (Evaluating each of these helps determine the accuracy of your methods)
  • Collect data
  • Organize and analyze your results

At the end of it, your methodology is all about thinking about and evaluating your accuracy with your chosen survey methods. 

The Bottom Line

Surveying can be a lot—especially when you not only have to consider your methods but also your methodology. There’s a lot to consider for data collection and analysis. But you don’t have to do it alone. InMoment—a leader in survey creation, collection, and analysis—is here to support you. Contact us today to see how we can help you with your survey methodology. 

EMEA Customer Experience Expert

After nine EMEA customer experience experts, 200+ delegates, eight workshops, and hours of fun and networking at the colourful evening reception, it’s safe to say the XI Forum Europe was a success! 

We heard from award-winning CX speakers from some of Europe’s biggest brands—TRUMPF, ASOS, Brakes, Primark, Solus, BD Medical, NatWest and Euro Car Parts, as well as thought-provoking keynotes from InMoment Global Leader, CMO Kristi Knight, and Stan Swinford, CEO and Founder of NPSx by Bain & Company. Hosted over two days, attendees learned practical tips and best practices they can implement immediately into their experience programmes to elevate their experience programmes.

If you missed out on the event, don’t worry—here are five key takeaways you can use to apply to your experience programme today! 

5 Pieces of Advice from Our EMEA Customer Experience Experts

#1: Managing Experiences Is Not Enough—The Future Is Experience Improvement

Customer experience started out in the golden age of advertising, market research, and understanding consumers. Then, the internet was born, and online surveys were created to collect customer feedback in a timely manner. Next, we started managing experiences, and we recognised that the total experience a customer has is a collection of moments and interactions along their journey. 

The idea of simply “managing” metrics tells your business where you are and where you’ve been, not necessarily where you’re going. The future of customer experience is moving past managing experiences, to actually improving them through Experience Improvement (XI). 

#2: Create a Culture of Customer-Centricity by Adopting a Customer-First Mindset

EMEA customer experience experts from Brakes, Solus, BD Medical, and NatWest all noted the importance of building an internal culture within your company to educate your employees on the importance of putting the customer first. Providing colleagues with valuable insight and giving them recognition leads to better employee experience and engagement, which in turn leads to a greater customer experience. Frontline employees need strategic communication.

Changing cultures and mindsets to be more people focused can be tricky in certain industries, however, it’s important to keep everyone in the business updated on your CX efforts so they can truly see the difference you are making in the wider business. Through a customer-first mindset, cross-functional collaboration and silos can be broken down. Customer experience doesn’t belong to one team, it’s an organisational initiative that needs an aligned vision.

#3: Actions Speak Louder Than Words—Data Means Nothing Without Outcomes

The importance of closing the loop with customers and gaining actionable feedback was mentioned in nearly every presentation we heard! Put simply, “closing the loop” means following up with each dissatisfied customer to try and mitigate their negative experience. 

A closed feedback loop is not only important to the business, but also your customers; to the customer, not only are you letting them know you are listening, but you are also building a better relationship with them. For the business, you are resolving real-time issues by taking immediate action and creating positive change. 

#4: Understand and Predict Your Customers’ Behaviour by Utilising the Right Data, in the Right Way

Primark, Euro Car Parts, and TRUMPF touched on the subject of knowing your customer beyond just a score. In an omnichannel world, this can become increasingly difficult. However, by pulling in data from everywhere—such as social reviews, survey feedback, or demographical data—into one place, you are able to gain a clear picture of who your customer really is and how they feel about their experience with your brand.

And with this clear picture comes actionability—you will clearly understand which stages of the journey need improvement. Journey mapping allows you to identify all the behaviours and feelings throughout the entire customer journey. Not only does this allow you to identify areas for improvement, but also understand what’s working well to make experiences become more seamless and consistent in every touchpoint.

#5: Enrich the Lives of Your Customers—Great CX Doesn’t Need to be Complicated

In the last keynote of the day, EMEA customer experience expert Stan Swinton of Bain & Company left us with insightful advice. He noted that in today’s world, the best companies are creating shareholder value, delighting customers, and energising employees through a strategy of enriching customer lives. 

Great experiences are memorable ones which create an impact. When someone has a memorable experience, they will want to share it with others, and it will also stick with them when it comes time to purchase again. 

Think about your value proposition and what you can offer. Is there anything different that makes you special in the lives of my customers? Get to know your customer, understand what they like, what they don’t like, their history and who they are buying for. This way, you can also anticipate their needs. Spend time with your customers and experience what they experience for yourself.  

Great customer experience doesn’t need to be complicated. Every aspect of your business should reflect the purpose of your organisation and what you are trying to accomplish and solve for your customers.

Price Increases

A great deal of customers and the brands that serve them are facing unprecedented uncertainties; understanding them is key to organizational success, delivering Experience Improvement (XI), and ensuring that your customer experience (CX) program is operating optimally. All of these obstacles affect both customers and brands to some extent. Because half the Experience Improvement process is knowing what these challenges are, today’s conversation addresses five of the most prominent ones that I’ve observed in my work as an experience program designer:

  1. Price Increases
  2. Efficiencies
  3. Off-Price/Discounts
  4. Shrinkflation
  5. Skimpflation

 Challenge #1: Price Increases

A plethora of international events, crises, and phenomena has produced steep inflation throughout much of the world, and no part of the supply chain has been spared these upticking costs. Brands have had to pay more to produce, transport, and store their wares, which means passing that cost burden onto their customers. I’m sure you can guess how that’s affecting customer experiences the world over.

Challenge #2: Efficiencies

This is another customer experience woe that affects both parties in CX interactions. Many companies have struggled to stay fully staffed amid the job market churn often called The Great Resignation, which translates directly to everything from longer customer wait times to reduced item availability. For brands, this has become an employee experience (EX) challenge that is formidable, but not insurmountable.

Challenge #3: Off-Price/Discounts

The events of the last few years (and their lingering effects) have resulted in a consumer demand collapse for many goods and services. This is an especially adverse problem for the brands that sell these goods, as they now have to offload them at a significant discount. For example, I discussed in a prior article how reduced demand for patio furniture left these goods gummed up in the supply chain. About a year on, a combination of sluggish demand and eventual delivery has resulted in a deluge of patio furniture that brands, frankly, have no room for. Steep discounts can benefit customers, of course, but on this scale they leave a brand’s bottom line weakened.

Challenge #4: Shrinkflation

You’ve probably seen this word plastered all over your local news recently; if not, it’s the media’s new favorite term for paying the same price for a good that is reduced in size or amount. Multiple brands have taken this approach to their customer experiences as a means of attempting to prevent cost increases, but as you can imagine, most customers aren’t thrilled that the same amount they paid yesterday yields less for them today.

Challenge #5: Skimpflation

This one is similar to both shrinkflation and the staffing woes I mentioned earlier. In essence, even when brands manage to keep employee churn low, they must still contend with the possibility that the service their retained employees provide has lost some of its quality. This results in an underwhelming customer experience much like the amount reductions discussed with shrinkflation. 

The Path Forward for Customers and Brands

It’s helpful to understand the territory your brand operates in, and these challenges constitute just that for many organizations in these strange times. However, there is more to the story: what are customers doing to cope with these and other challenges, and just as pertinently, what can brands do to respond in a meaningful way? How can they ensure that they’re displaying that empathy mentioned at the beginning of this discussion?

Click here to read my full-length point of view article on customer coping strategies and what your organization can do to address them. I’ve spent a great deal of time researching both of these CX elements over the last few years and am confident that those learnings can help you on your own Experience Improvement journey.

What is the Difference Between Voice of Customer and Market Research

A lot of folks believe that voice of customer (VoC) programs and market research mean the same thing—but they’re actually quite different! In fact, each discipline differs in purpose, design, analysis and outcomes.

However, even though they’re different, it’s important to point out that one isn’t necessarily better than the other—and brands need both if they want their customer experience (CX) programs to reach their potential.

So, with that in mind, let’s get into a quick primer!

Breaking Down the Difference Between Voice of Customer & Market Research

What Is the Definition of Voice of Customer (VoC)?

Voice of the Customer (VoC) is the process of gathering vital information regarding what customers think and feel about their experiences with a business.

How Does VoC Fit into Your CX Strategy

VoC programs are an essential part of any CX toolkit. They’re designed to fulfill many critical functions for your overall customer experience program, including, as their name implies, understanding customer needs. They’re also useful for understanding customer expectations, as well as what those individuals may want from you before even they know. This information can then be used to adjust operations, inform marketing efforts, and help your organization create both short- and long-term Experience Improvement (XI).

Not all VoC feedback comes from typical listening methods like surveys and focus groups, either. A lot of it comes from unsolicited feedback (website reviews, social media comments, etc). Unsolicited feedback is helpful because it gives customers a chance to express themselves entirely in their own terms, which may alert brands to problems and journey breakages that they weren’t aware of.

All of this boils down to the ability to not just capture individual and collective customer feedback, but act upon it. Taking action is crucial to Experience Improvement and building connective relationships.

What Is the Definition of Market Research?

Market research explores hidden relationships within industry data, collected by a market research firm, in order to predict and forecast future events and behavior within the market.

What Is the Role of Market Research in Your Business?

While Voice of Customer is all about feedback, market research takes a slightly wider lens by focusing on understanding the trends around your business.

Primary research is useful for testing new communications and services that your company wants to put out there, while secondary research looks at the dynamics and sizing of the marketplace around you. Conducting these types of research can help your company identify your target market, segment your customers, and identify growth opportunities.

Your company can supercharge its market research efforts by defining the population you want to target with a survey, then creating samples that ensure you’ll have a match. We’ve found that surveys like these are most effective when they’re blind, meaning that the customer or individual stays anonymous while taking them, and challenge you to do the same! This method is great for reducing response bias.

The Difference between Voice of Customer (VoC) and Market Research
This handy chart breaks down the differences between these two methods

So, Why Do You Need Both?

VoC and market research aren’t the same, but your CX program and your organization need both in order to truly understand your customers as people. That fundamental, holistic understanding fuels unforgettable experiences that build loyalty while also creating additional revenue! So be bold in your strategy and use both VoC and market research. Your customers will feel heard, your C-suite will be impressed, and the experiences you provide will be meaningfully transformed.

Click here to read our full-length white paper on why your brand needs both VoC and market research. Our very own Eric Smuda has spent decades in both fields and provides an in-depth look not just at why these disciplines are important, but how your organization can wield them effectively.

4 Strategies for Staff Motivation

Anytime you enter a retail store or dine at a restaurant, we bet you have some very definite expectations, one of which is to have a pleasant interaction with the staff. And as the world’s most successful brands know, in order to meet that expectation they need to provide both staff training and staff motivation to make that happen.

Employees, regardless of the products or services they provide, are the ones setting the tone for their company and brand. They are the ones on the front lines interacting with customers each and every day. And when employees are fully engaged and satisfied with their job, it shows. They become passionate advocates who positively affect the customer experience. The reverse is also true: When employees are not satisfied, they become liabilities to your brand.

The question is, then, “What is the critical element to helping employees engage in their work?” It’s called motivation, and you can’t have engagement without it.

Areas of Staff Motivation to Keep in Mind

Staff motivation can be a huge challenge for even the best location managers. With so much to manage during every operating hour, a manager’s ability to inspire and motivate employees is limited—but that doesn’t mean it can’t be done. Managers can greatly improve staff motivation by keeping these three areas in mind:

1. Focus: Ensure that employees are focusing on the right things to drive a positive customer experience.
2. Communication: Make sure communication is grounded in the customer experience.
3. Visibility: Keep the customer experience front and center in employee’s minds.

4 Strategies to Drive Staff Motivation for Location Managers

Location managers can master these key areas by implementing some simple and effective strategies in order to drive staff motivation in order to deliver a continued exceptional customer experience:

Strategy #1: Be Generous With Praise

It’s one of the easiest things you can give, not to mention it has a phenomenal cost-to-impact ratio. Praise every improvement you see in your team members, both in one-on-one situations and in front of their peers.

Strategy #2: Make Your Ideas Theirs

Don’t tell your staff what to do. Instead, consult with them in a way that helps them arrive at correct conclusions on their own. For example, ask, “What do you think about trying this?”

Strategy #3: Don’t Criticize or Correct

No one enjoys hearing that they did something wrong. Try an indirect approach to get people to improve, learn from their mistakes, and fix them. Ask, “What will you do differently if that situation arises again? Why?”

Strategy #4: Recognize and Reward

Give a shout out to top performing employees. Run contests or internal games with a simple incentive and keep track of results in an area that everyone can see. You can also leverage InMoment’s Moments, a motivational tool that helps everyone from frontline staff to executives to gain insight into real-time customer feedback, understand the role they play in the customer experience, and take action to improve experiences.

When you display Moment’s in the workplace, you can showcase location-specific feedback, allowing employees to see the state of the experience at their location. That means that when employees are called out by customers for the awesome work they do, they will see it, and so will their team members! This level of recognition gives staff members a direct view into their big-picture impact on the customers and the business, which creates additional motivation to perform in their role.

How Moments Helps Encourage Motivation from Frontline Staff to Executives

Moments empowers users to socialize and share customer and employee feedback, gain insights, and quickly take action to drive experience improvement while fostering a customer-first business approach. Here are just a few of the benefits:

InMoment's Moments helps to increase staff motivation and engagement

Increased Visibility: Deliver high transparency to anyone from frontline staff to location managers, all the way up to executives on incoming customer and employee feedback through a curated data feed of comments published through filtered saved views tailored to users.

Instant Insights: Access experience feedback analytics that provide clarity into customer sentiment, themes and trends, NPS score, and more.

Organizational Engagement: Quickly distribute and socialize customer feedback and get the organization engaged with your customer experience program with an intuitive mobile application.

Improvement from Individual Verbatims: Armed with the right data, users can quickly share feedback with others, create a case for comments that need following up on, add a comment to a collection of similar feedback, and promote experience improvement by rewarding employees for positive feedback.

Case Management: Easily create a case for an experience(s) requiring followup through an integrated case platform. Users can track experiences and respond to feedback through the Moments mobile application and respond to feedback, and mark a case complete or invalid. Plus, users can view actions taken on any given experience for a historical record.

Digital Signage: Showcase filtered experience feedback views on a monitor or television to create a more customer-centric culture within an office environment (we even have Moment’s on display in every common space at InMoment HQ!)

If you take care of your staff and implement the above strategies, you’ll be well on your way to providing a great work environment. In turn, your locations and overall brand will continue to deliver an exceptional customer experience and benefit from return visits, active brand advocacy and loyalty, and, ultimately, an increase in revenue. And isn’t that what every business is looking for?

How & Why You Should Customize the NPS Follow-up Question

There are a lot of ways to learn about your customers. You can pick up the phone, send out a survey, invite them to a customer event, or use a well-known method to learn more about who they are.
How to customize the NPS follow-up question

Net Promoter Score (NPS) is a simple and highly effective way to determine the happiness of your customers. This one rating — how likely are you to recommend <company> — gives you valuable business insights from the need to fix specific issues quickly, to long-term trends. But what about the NPS follow-up question?

That’s where the more actionable insight comes from, because the customer is able to explain the “why” behind their rating with an open-text answer that gives you the good, bad, and the ugly of their experience. 

By customizing your NPS follow-up question, you’re better able to gain the insight you need to improve your customer experience (CX) and increase Customer Lifetime Value (CLV). We have four simple ways you can approach creating the optimal follow-up question for your specific needs.

Read More…

Retail Banks

Collecting data with no way to use it is like learning to drive without a car; it just doesn’t make sense. For retail banks, and most organizations, collecting data is only half the battle in the world of customer experience. Whether it be transactional surveys, online reviews, or a market research report about your customers, the data you collect needs to not just be analyzed, it needs to serve as a road map of future business decisions.

Using customer data to influence your business decisions will lead to a more streamlined, profitable banking organization that actively engages customers. Don’t just take our word for it, research shows that companies who adopt data-driven marketing are six times more likely to be profitable year-over-year. 

Every day, your customers produce data across a vast amount of touchpoints, whether that’s on your banking app, in your call center, or across any of your other channels. That data is there to help you understand their behavior, their needs, and even predict their future behavior. But, in order to do this, that data has to be in a centralized platform in order to be readily available for evaluation and future strategic planning. 

Once you have this data at your disposal, there are a number of ways you can use it to improve experiences for your banking customers. With so many ways to use customer data, we have picked 5 strategies for retail banks looking to leverage customer data.

5 Strategies for Retail Banks to Get the Most Out of Their Customer Data

Strategy #1: Capture Meaningful Data

You need to capture data that is meaningful to your bank, and that is related to the current objectives you have in mind. If you run a local credit union, there’s no point in asking your members what their favorite flavor of ice cream is. This is a more extreme example, but you get what we’re trying to say. If your goal is to improve the digital experience, you don’t want to ask about the in-branch experience.

By designing an experience program with your end goals in mind, you’ll know what data you need to collect to achieve those goals. Knowing what data you need to collect will outline what questions you need to be asking your customers in order to get that data, and consequently, achieve those goals you originally planned. 

Retail banks already have access to critical customer data. Age, gender, geographic location, and spending habits are data points that can already be leveraged. But, mixing these data points with structured feedback via social media or surveys, as well as meaningful data captured in order to achieve a desired goal, will allow retail banks to get a holistic view of their customer and their customer experience. 

Wondering how you can refine your data-gathering strategy to leverage the right listening methods at the right time? Check out this quick article.

Strategy #2: Master Omnichannel Experiences

Retail banking customers today demand consistent, intuitive omnichannel experiences that are personalized and accessible anywhere. However, most retail banks fail to deliver this and are unable to monetize customer data through their products and services. 

Research shows that online banking has increased by 23% and mobile banking has increased by 30%. This means that customers are stepping away from the teller, and toward the chat assistant on your bank’s website or app. Although the medium is changing, customers still expect the same experience that they received inside a branch to be consistent with the one they receive online. 

By mastering omnichannel experiences, you will set yourself apart from the competition, and keep your customers coming back time and time again, whether they are on their phone, computer, or visiting you in person. 

Strategy #3: Break Down Data Silos

Breaking down data silos and combining data from multiple sources across a banking organization can increase efficiency and control in a fast-changing and demanding environment. 

Retail banks receive data from multiple sources and departments. If these various pathways of customer data do not converge on a central location, retail banks risk having a distorted view of the customer experience and risk an increase in customer churn. 

By having all of your customer data in one place, you can easily access multiple data points from different locations across your organization. This will provide you with a 360-degree view of a customer’s activity and engagement with the bank and will allow you to make well-informed decisions with your customer base in mind. 

Strategy #4: Collect Data Across the Entire Customer Journey

Retail banks can achieve their goals by tracking the customer journey, and finding areas of improvement. When doing this, it is important to track the entire customer journey. While a traditional bank may track the customer journey as opening an account, transactions, and borrowing, you should be tracking the steps it took for a customer to open an account, such as their first visit to your website. Where other banks track transactions, you should track specific spending habits in order to know your customer and personalize their experience. 

Retail banks must keep the customers at the heart of the journey by tracking key moments in their experiences and improve these moments in the customer journey.

Strategy #5: Analyze Behavior and Emotions

Throughout the data collection process, it is important to remember that your customers cannot be reduced to just a mix of data points. Your customers have emotions, and they make emotional decisions. Without cultivating positive emotions in customers, banks risk being forgotten. You need to know your customers behavior, so that you know where to focus to make the biggest impact on them. 

According to J.D. Power, Customers in the retail banking industry are not happy with the level of personalization they experience in their transactions—but the customer feedback you collect could help change all that! Designing experiences to create positive emotions increases customer lifetime value and reduces risk of customer churn. Learn how retail banking giant Virgin Money analyzed customer emotions across the journey to create specific improvements and positive emotions in this video!

Leveraging Your Customer Data

Your customer data should be one of your biggest assets. It can be used to solve problems, and make decisions with your customers’ needs in mind. But remember, data alone cannot make those changes—you need to make sure you’re leveraging the right technology, taking the advice of experts, and taking action based on the insights you derive from that data. Put in place a framework that ensures that type of continuous experience improvement, and you are sure to attract new customers, retain old ones, and, ultimately, make your customer experience program a key part of your retail bank’s success!

For more information about how retail banks can leverage customer data effectively, checkout this white paper on how to stand out in your industry!

Human Expertise

Customer experience (CX) measurement has become a priority for most large organizations. Systematically gathering and analyzing data from online surveys and other sources such as product reviews, customer complaints, etc., is viewed as an imperative. And for good reason.  21st century business is won and lost based on who can deliver the best customer experience.

However, as we become more comfortable and rely more heavily on intelligent systems to collect and interpret data for us, there is still an opportunity for a human element to play an important role in customer experience programs.  

This is a belief I’m incredibly passionate about. My name is Len Ferman and I am a senior consultant at InMoment. In 2019, I published a college textbook, “Business Creativity and Innovation: Perspectives and Best Practices”, which is now being used at several universities including in my classes as an adjunct professor at the University of North Florida. In my role at InMoment, I work with brands to generate and evaluate ideas to attract new customers, delight existing customers and identify strategic initiatives.

In this article, I’ll discuss three areas in which human expertise can make a valuable contribution. Let’s dive in!

3 Areas Where Human Expertise Makes a Valuable Contribution to Customer Experience

  • Qualitative Research
  • Customer Journey Mapping
  • Ideation to Improve the Customer Experience

Qualitative Research

In 2021, the Wall Street Journal ran an article titled, “Why Companies Shouldn’t Give Up on Focus Groups.” The premise was that in this era in which big data is running the show, taking the time to listen to live customers can still be hugely beneficial.

Qualitative research can take on many forms including live or online focus groups, in person interviews or phone interviews. The distinguishing feature of qualitative research is that a trained interviewer is interacting live with an engaged respondent. 

As a qualitative researcher with 30 years of experience, I consistently find that there is no substitute for gaining a complete understanding of a customer’s story than by talking to customers live, whether it’s in person, on the phone, or via video conference.    

The value that qualitative research brings to a customer experience program is in being able to definitively probe with customers about why they respond and behave the way they do. Only in live, qualitative research can you fully leverage the “5 Why’s” technique to drill down to the root cause of a customer’s behavior.

The “5 Why’s” technique was developed by Sakachi Toyoda, the founder of the Toyota Industries in Japan. The technique is a simple but powerful method of questioning. For any problem that you hear the customer describe, you ask, “why?” And then when you have the answer, you ask, “why?” again.  The idea is that by asking “why?” five times you are likely to drill down to the root cause of a problem. This method can only be effectively deployed in live, qualitative research.

Customer Journey Mapping

Understanding the experience a customer has, from their perspective, across their end-to-end journey with your company, products, services or processes is what customer journey mapping is all about. Customer journey maps can be a simple yet powerful tool to enable your employees to empathize with and fully understand the customer experience.

The best customer journey maps are produced when there is a human element involved in the core data collection and final map development.  

Qualitative research is necessary for the foundation of a customer journey map since it is necessary to hear customers describe their journey. And the creative design of the final map to adequately portray and communicate a visual depiction of the customer journey remains a uniquely human endeavor.

Well developed customer journey maps have multiple benefits for a customer experience program including stronger customer experience survey design and a common understanding of the customer journey among all employees. One particular benefit is the ability of customer journey mapping to help identify the key moments of truth a customer has in the journey.

Ideation to Improve the Customer Experience

Ideation to generate and evaluate ideas to improve the customer experience is a process that every organization can benefit from. Experienced ideation facilitators can leverage processes that guide a team through creative exercises. 

These creative exercises use data generated in customer experience programs as a starting point. And they also tap into the expertise of your own employees to generate ideas that leverage the core competencies of the company. A second set of evaluative exercises provides the team with the discipline to narrow down and select the optimal ideas for development.

Leveraging Human Expertise

These three areas, which all require human expertise, can enhance your overall customer experience program and provide you with an advantage over your competition.

At InMoment, our consultants are available to perform these three types of human-led services. Contact your client success director to inquire about how you can engage with InMoment for qualitative research, customer journey mapping, or ideation to improve the customer experience.

Closing the Outer Loop with the Six Sigma Methodology

The Six Sigma methodology utilizes data analytics to identify areas for business optimization. This can be useful for CX leaders looking to improve operational performance and customer satisfaction.
Outer Loop

Customer feedback is critical for helping your customer service agents tackle problems—whether closing the inner loop directly with customers or closing the outer loop with issues that keep surfacing repeatedly.

Organizations are typically quite comfortable tackling inner-loop programs. If you have agents that review and action customer feedback, and enough resources to contact unhappy customers, you’re off to a good start. 

However, closing the outer loop means addressing structural issues, and this is where it gets a bit harder. Here is how the Six Sigma methodology can be used as a template to help CX leaders close the outer loop and address systemic issues.

What Is Six Sigma? 

Six Sigma is a methodology that uses data analytics and statistics to analyze business processes and services to understand how they’re performing and how they can be optimized. The objective is to increase business outcomes, such as the customer experience, by reducing defects and improving services and processes.

Since collecting and analysing data is at the core of both Six Sigma and CX programs, it struck me that they seem like a natural fit.

What Is the Six Sigma Methodology?

The Six Sigma methodology is a combination of two underlying processes: DMAIC and DMADV. 

DMAIC process is define, measure, analyze, improve, control. 

DMADV process is define, measure, analyze, design, validate. 

The latter process is only used whenever a business has undergone optimization but is still not meeting metrics. When this happens, Six Sigma professionals will utilize the DMADV process as a means of redesigning processes within a business. 

The DMAIC process is the standard and most utilized process. Because of that, it will be what is used when providing a deep explanation of the Six Sigma methodology.

The 5 Steps of the Six Sigma Methodology

Six Sigma follows the DMAIC process made up of the following steps:

  1. Define
  2. Measure
  3. Analyse
  4. Improve
  5. Control

We’ll go through these one by one:

Define

The first step is to prioritise the pain points that you want to tackle as a business. With Six Sigma we typically ask 3 questions:

  • Is there a gap between the current process and the customer expectations around that process?
  • Is the cause of the issue understood?
  • Is the solution known?

The gap between current processes and customer expectations should be found in your voice of the customer data. By analyzing this data along with measuring the key drivers of your main business metric, you will be able to identify what issues are causing the most dissatisfaction across your customer base.

Key business drivers dashboard

After analyzing your VoC data and key drivers, you may come across issues where you already have the solution. For example, you may have tried to understand why your business wasn’t doing well with 18-28-year-old customers anymore. But, after digging deeper into the data, you discovered that those customers weren’t invited to sign up for a revamped customer loyalty program. This is an issue you have a solution for, and it can be fixed quickly. 

On the other hand, if you uncover another issue not meeting customer expectations in which you do not have a solution or do not know the root cause, you can utilize the Six Sigma Methodology.

Measure

The measurement step is where a baseline is established. You can do this by using your existing customer experience metrics. If you have the data to identify the problem, you can use the same data to create a baseline on which improvements can be compared. 

Analysis

This is where it gets interesting—the analysis phase involves identifying the root cause, which is critical if you want to find an effective solution. We typically start with brainstorming different ideas and then once we settle on some hypotheses we can test, we can then check if we have the data available to us to check this hypothesis or if we need to collect more data in order to test it.

It’s important to understand the true root cause. It’s quite easy to find correlated themes that do not directly cause the issue. Driver analysis on both structured and unstructured data can help with this process.

Improve

Once you have identified the root cause, it’s time to come up with solutions to address it. This is where customer experience consulting can be useful. Customer experience consultants will help you compare and contrast ideas to fix your problem.

Once we’ve settled on the most promising ideas, it’s time to start A/B testing the concepts, which involves trialing the solution(s) with test groups and then comparing the performance against a control group.

In the end, there’s typically a cost benefit analysis to understand which action would have the most impact. This needs to be contrasted against the relevant investment.

Control

Once the best course of action has been identified, it can be implemented. Once it is implemented you can track the improvement. InMoment’s reporting studio makes this easy by giving you the ability to track changes in your customer metrics, create and share reports, and identify the most important actions that need to be taken to improve your business. 

Utilize the Six Sigma Methodology with InMoment

Often companies struggle with putting a framework in place to tackle the outer loop in an effective manner. Six Sigma is one method that can be utilized to put a structure in place that can be used to root cause structural issues, identify potential solutions and identify the most effective one. InMoment’s services will help you close the loop most effectively while using the XI Platform. With the guidance of our Strategic Insights team and the tools within the InMoment platform, no CX problem cannot be fixed. To see what we can do for your business, schedule a demo today!

Declining Survey Response

Of all the unicorns that brands and organizations chase with their customer experience (CX) programs, higher survey response rates are one of the best-known… and sometimes the most elusive. This is especially true right now, when survey response rates are declining due to a litany of new and unprecedented causes. Today, we’re going to go through those causes, how their impact goes far beyond surveys, and what brands like yours can do to respond to this continuous drop in numbers.

Why Survey Rates Fall

There are a myriad of reasons why you may be experiencing declining survey response rates. One of the more common ones we see when working with clients is that their transactional surveys, which are meant to be quite short, are considered too long by too many customers, leading to high rates of survey abandonment. Another factor that comes into play here with fair frequency is the client’s survey invitation design, which can repel customers from your survey altogether. 

However, while these problems frequently pop up in survey design, the good news for brands that encounter them is that survey length and invitation design are fairly addressable challenges. An Experience Improvement (XI) platform that can digest unstructured data for actionable sentiments will let you know more about your customers’ survey preferences. You can then apply those insights to your survey design and see a bump in response rates.

Many organizations have spent years putting their experience programs to great use fixing superficial problems like these, but a few trends have emerged in recent years that take more than a freshened up survey invite to address. The most prominent of these trends and a chief cause of declining survey completion rates is Generation Z shoppers’ reluctance to complete them. This problem has become more pronounced as more of this generation becomes old enough to independently shop, and it creates a few blind spots that brands can’t illuminate through surveys alone.

Left in the Dark

While the problem of declining survey rates is most pronounced with this younger demographic of shoppers, a few other survey shortcomings became apparent as brands scrambled to remedy this completion shortage. Namely, that as customer needs and expectations have grown more complex, so too has the amount of disparate data sources that organizations need in order to truly understand not ‘just’ why their customers shop with them, but also why customers visit competitors and enact the purchasing trends they do.

None of this is to say that surveys have become irrelevant or unimportant. They remain a vital tool for gathering feedback and the time brands invest to continuously improve them is well spent. That’s where those other data sources come into play—they exist outside of surveys, but are just as needed for creating true Experience Improvement (XI). They include:

  1. Location-tracking data
  2. Purchasing data
  3. Web search data
  4. Social media & online reviews

Painting a Full Picture

These four sources of information aren’t just nice-to-haves; they’ve become essential to completing a profile of your customer and creating a holistic, 360-degree view of their preferences, their journey with your brand, and who they are as people. These more fundamental aspects of the customer experience are essential for meaningfully improving all of your experiences, which means that it’s essential you set yourself up for data collection success if you haven’t already.

Click here to read my full-length point of view document on data sources and to take the next step in your data collection journey. I go in-depth about what each data source is, why it matters, and how best to capitalize on it to create bold, human experiences for your customers and employees. Good luck!

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