Survey Response Rate

I’ve been looking back over my 20+ years of various research consulting roles and during that time, I’ve continuously fielded questions from clients and others within the industry. In this blog, I’m going to focus on one question that continues to come up in conversations with CX practitioners and data analysts and my answer may surprise you.

How Do I Increase Survey Response Rates? Should I Shorten My Survey? 

My first instinct when asked this question is to ask, “are you really interested in only increasing your survey response rate, or are you interested in getting more responses?” Those are two different things. Survey response rates are the percentage of responses you receive from the survey invitations you send out. Responses are the absolute number of responses you receive, regardless of response rates. In many cases, you can actually increase the number of responses you receive while decreasing survey response rates by sending out more invitations.

In most cases survey response rates matter little in terms of your sample providing representation of a population. What’s most important is the absolute number of responses you have. For example, if I’m trying to represent the United States population of approximately 325 million people, I only need a little over 1000 respondents for a confidence level of +/- 3 percentage points. It doesn’t matter if those 1000 respondents are acquired from sending a survey invitation to 5000 people (20% response rate) or 100,000 people (1% response rate). 

The only caveat here is that a lower survey response rate may be an indicator that some sort of response bias is occurring: certain types of people may be responding more in comparison to other types. If that’s the case, it doesn’t matter how many responses you have. Your sample will still not represent the population. If you fear response bias, you should do a response bias study, but that’s a topic for another blog post.

Usually, when I point out to clients that they should be more interested in increasing the absolute number of responses they receive rather than just increasing survey response rates, they agree. 

Begin By Increasing the Number of Outgoing Survey Invitations 

You should begin your efforts to increase responses by deciding if it makes sense to send out more survey invitations. Below, I’ve identified three specific things you can do: 

  1. Consider Doing a Census: Some CX programs still engage in sampling instead of sending survey invitations to all eligible customers. If your program is sampling, consider doing a census. This will both increase the number of responses you receive and give you the opportunity to identify and rescue more at-risk customers.
  1. Scrutinize Your Contact Data: Are a significant portion of your records getting removed because contact information is either missing or wrong? If you obtain customer contact information from business units, such as stores, hotels, dealerships, etc., it’s important to look at sample quality at the unit level. It’s also helpful to examine the amount of sample records received from business units compared to their number of transactions. Units with low samples in proportion to their transactions probably need to focus on better ways to obtain customer contact information.
  1. Invite All Customer Segments: Are you missing some segments of your customer population? Not obtaining contact information for specific customer segments often has to do with information system issues. For instance, in the earlier days of automotive CX research most companies only surveyed warranty-service customers. They didn’t survey customers that went to a dealership and paid for the repair/service themselves (customer-pay events). The reason was simply a system issue. Companies didn’t receive those transaction records from their dealerships. Now, most automotive companies have remedied that issue and they survey both warranty and customer-pay service customers.

Next, Revise Your Survey Invitation

The next step is to look at your survey invitation process and the survey invitation itself. You should look for two general things. First, is there anything that might prohibit customers from receiving the invitation?

  • Are You Triggering Spam Filters? Sending out too many invitations in too short a time frame can trigger spam filters. Sending out too many invitations with invalid email addresses can also trigger spam filters or even get your project’s IP address black-listed by internet service providers. Therefore, make sure to check to see if email addresses are correctly formatted. If you’re really worried about the quality of your contact information, there are services available to pre-identify valid email addresses. 
  • Are You Sending Survey Invitations to the Wrong Customers? Outdated databases can cause you to send surveys to people that are no longer customers. Obviously, these people probably won’t respond to your survey, thus reducing response rates.
  • Are Your Customers Receiving the Invitations but Never Seeing Them: Most email domains use algorithms to sort emails into various folders such as Primary/Inbox, Promotions, and Spam. Keywords in your subject lines and invitation text can affect where your invitations go. Do some testing of your invitations to make sure they end up in the Primary/Inbox folder for the biggest email domains. Also, you need to repeat your tests periodically because sorting algorithms can change unexpectedly. An invitation that goes to the Primary/Inbox folder today will not necessarily go there next week or next year.

Second, is the invitation compelling enough that a customer or prospect will open it and take action?

  • Is the Subject Line of the Email Engaging to the Customer? The subject line is the first thing the customer sees. If it’s not engaging, the customer won’t open the invitation email. It’s helpful to test various versions of the invitation with different subject lines to determine which yields the highest open rates.
  • Does the Invitation Display Well on a Smartphone? Over half of InMoment’s survey respondents are now completing their surveys on smartphones. Make sure your invitation (and the survey itself) displays well on smaller devices. You should also check to see how well your invitation and survey display in all major browsers.
  • Do You Include a Realistic Time Estimate for How Long the Survey Will Take To Complete? This is especially important for shorter surveys, so that potential respondents know there will be only a small time commitment. It’s also a good idea for longer surveys because respondents will know what time commitment they’re getting into and they’ll be less likely to abandon the survey. If you are reluctant to tell the customer how long the survey will take to complete, your survey is probably too long.
  • Is the Response Option Visible? When a customer opens the invitation, is the link or button to respond to the survey visible (front and center) without having to scroll down? Remember, this should be the case on a smartphone as well as on a tablet or computer.
  • Is There a Call to Action? Your invitation should ask customers to respond and tell them why responding is important and what you’ll be doing with the information that will make their world and interaction with your product or service better. 
  • Are You Using Incentives to Increase Your Response Rate? Using incentives is complex and can be a bit tricky. But it’s always worth seeing if it is something that might work for you and your company. If you’re interested in testing it out, learn more about using incentives here.

Last but Not Least, Look at Revising the Survey Itself

Revising the survey itself may help increase responses. However, remember that revising the survey will only increase responses by reducing the number of people who abandon the survey after starting it. Typically, that number is quite small (about 5% for most CX surveys), so reducing abandonment probably won’t lead to a meaningful increase in the absolute number of responses. That being said, some of the things you should look for, in addition to the possibility that your survey is too long, are:

  • Is Your Survey Simple and Easy to Use? You should keep your survey focused on the topic it is intended to measure and avoid “nice to know questions.” In addition, avoid mixing response scales as much as possible, as this can lead to confusion for the respondent.
  • Does Your Survey Look Engaging? Your CX survey represents your brand. It should have the same voice and look and feel you use throughout all customer touch points-physical location, mobile app, website etc.
  • Is the Language in Your Survey Easy for Customers To Understand? Don’t use industry jargon. That turns off respondents and can lead to confusion. Be your brand, upfront with your requests, and transparent.
  • Does Your Survey Follow a Logical Flow to Walk the Customer Through the Experience Being Measured? This not only helps in reducing abandonment, but also helps customers recall the event accurately so they can give more thorough feedback.

When you want to increase the number of responses you receive, you should look beyond increasing your survey response rate and shortening your survey. There are much more effective ways to increase the number of responses that are often overlooked. 

Remember that we’re here with the latest tips and tricks to help you figure out the best way to listen to your customers (via surveys or other feedback channels like social media, websites, apps, reviews etc.), understand customer behaviors and wants and needs, and act upon what customers are saying to create better experiences and ultimately drive business success.

Want to learn more about how you can boost your customer experience survey response rate? Check out these InMoment Assets to learn more:

Customer Experience Transformation

Whether your program is just getting started or has stagnated over the years, this post is for you! 

Every brand—across industries and around the globe—has a unique opportunity to overhaul outdated ways of managing customer experiences, and move toward actually improving experiences for customers and employees. Achieving this is no small task, and often requires customer experience transformation. At InMoment, we’re here with you every step of the way and ready to take on the challenge, together.

So, what is the first step in a CX transformation roadmap? Set up your program with the end in mind!

Whether you are taking on a program for the first time, or redesigning an old one, this is the most fundamental step of a customer experience transformation. For a lasting impact, we can’t emphasise enough how important it is to take the time up front to outline your CX vision, align it with your corporate objectives, and make a tactical strategy for how your CX program will ladder up to expectations. 

Three Ideas for Taking Action Toward Customer Experience Transformation:

Action Item #1: Outline Success

Decide what success looks like for your CX program in six months, one year, and three years. Without a vision to point to, it’s difficult to make any progress. An example of a program goal could be: 20% increase in customer retention, 10% reduction in cost to serve, +10% increase in revenue per store year on year.

Decide how often your team will check in to make sure you are still tracking toward your targets. As for the best cadence, plan to check in once a month with a program roadmap or visit these goals in quarterly board meetings—and don’t forget to schedule those calendar reminders!

Action Item #2: Consider Employees

Get super clear on how your customer experience program will impact employees. These frontline workers are your biggest resource to transforming customer experiences, and it’s important to help them understand what delivering success looks like in their unique roles. 

You should develop a solid comms plan to bring staff on the journey, co-design and embed processes and training for closing the loop, or perhaps train employees to reach out to happy customers with a personal ‘thank you’.

Action Point #3: Decide What ‘Solving For X’ Looks Like For You 

Decide which initiative you will tackle first—will it be customer retention, reducing costs, cross- or upselling, or customer acquisition? Pick one of these, which is your ‘X’, and make a plan for tackling financial linkage. 

Action Point #4: Settle on a Program Soundbite

Ensure you understand the business benefit of transforming customer experiences so that you can communicate far and wide across the business. Prepare a soundbite or elevator pitch so you are prepared to communicate why CX transformation is so important and what it means to people in their roles.

At InMoment, our team of experts are the best in the business for helping you design innovative, continually evolving experience initiatives. In fact, for three consecutive years, our clients have won the award for “Best CX Transformation” through the CX Awards! To learn the next five steps to an award-winning CX transformation, download the full guide here!

CX Program Goals

Has your customer experience (CX) program matured or just begun? Or is it somewhere in the middle? No matter where you’re at, CX program goals need consistent tweaking to be aligned to greater business initiatives. And with the proper alignment, your company can drive better decisions that will positively impact your customers, employees, and bottom line.

In our recent experience forum with Forrester, Goldilocks and the CX Paradigm: Too Little, Too Much, Just Right, we broke down the mystical process of melding a program and business together to work in harmony. It starts with three important steps:

Step #1: Develop a Strategic Plan

Okay, maybe you’ve been thinking, “this program’s been in the game for years, what do I do now?” or “I don’t even know where to start.” Do yourself a favor and take a step back. 

To develop a strategic plan, you need to zoom out so that you can focus on the overarching CX program goals that matter. What’s your company’s vision and how can this program play a key role? When you first identify the big-picture mission, the smaller decisions become easier. And then you can start to set trail marker goals that’ll push you towards the finish line. This will only work, however, if the CX goals you create are practical ones. Goals that are too aspirational will inevitably cause your business to lose organizational efficacy and buy-in. Make sure anything you set your program for is actually achievable. Remember: Quick wins build momentum for major buy-in in the long run.

Step #2: Establish Customer, Employee, and Stakeholder Essentials

Just because developing a strategic plan is step one doesn’t mean you’ll never have to revisit that strategy down the road. Your plan will need to continuously adapt according to several factors. Namely, who are your customers, employees, and stakeholders?

To flesh these core groups out, try analyzing the trends in your market from both global, regional, and local perspectives. What benchmarks does your CX program need to meet to stand against competitors and how will that fit into your company’s business plans? If that’s still not enough information, it’s also useful to look at how your specific industry (in terms of CX maturity) is evolving. Some industries are in the early stages and some have a long-established history. And that history makes a difference. 

Gathering these broader insights into the industry and market will help you to realize realistic goals and give better direction on how to move your CX program forward.

Step #3: Design & Assemble CX Leadership

You can’t have CX program goals without a CX team. There needs to be dedicated leaders consistently working on customer experience as your business initiatives and the business world changes over time.

One might think, “Why don’t I just have a few CX experts figure this out?” And you should let your CX pros do what they do best. But when customer experience exists in a vacuum, it ignores one crucial reality. Customer experience programs should be owned by and should encompass all parts of a business because it informs all parts of the business. Your program needs to be cross-functional to be truly successful and aligned with big-picture business goals. The more experts from various departments you bring in, the greater the perspective and outcome. The ideal CX leadership doesn’t look like a single team—it looks like multiple teams overlapping.

Customer Incentives Customer Experience

Recently, a client asked me what we at InMoment thought defines a “customer interaction,” as there had been some debate on the subject within his team. I pondered the subject and brought it back to my colleagues. Quickly, we were asking ourselves not only about the characteristics of an interaction, but beyond that, what falls under the larger umbrella of customer experience? Is there a difference? Today, we’ll be diving deeper into these questions.

What Is a Customer Interaction?

Webster’s defines “interaction” as:

  • Mutual or reciprocal action or influence
  • To act upon one another

From this definition, we see clearly that two or more parties are required for an interaction; for example, a company or brand and a prospect or customer.  

What Is a Customer Experience?

Harley Manning, VP, Research Director at Forrester, once defined customer experience as: How customers perceive their interactions with your company.  He went on to define an interaction as when you and your customers have a two-way exchange.1

Neither Here, Nor There

So what does that mean when a prospect or customer browses your website but does not make a purchase? Or a customer clicks a link in your brand’s email, but does not go any further? According to the definitions above, those are not interactions.  But there are a lot of people in companies working very hard to get these actions to happen (click through rate and time on website/app are very common marketing and ecommerce metrics).  

If they are not interactions, what are they? I would classify them as engagements.  A customer has engaged with your brand, but there was no interaction, because it was only unilateral. Thus, not all engagements are interactions.

And here is where it gets interesting.  If the examples listed above are not interactions, but engagements, are they considered part of your customer experience? You better believe it.  

The Intersection Between Customer Engagements and Customer Experiences

Customer experience is generally held to be the sum of all interactions someone has with your brand and the resulting feelings they have about your brand. But are experiences limited to interactions or engagements? Do customers have to interact with your people, products, services, or digital properties for their engagement to fall under customer experience?  

Today, a company’s policies regarding diversity and inclusion, for example, or the politics, causes, and charities they choose to support have an impact on people’s feelings about the brand. I would argue that these are part of the customer experience as well.  There are prospects out there that will choose to never do business with your company based on these issues and other customers who become more loyal for the same reasons.

Returning to the Question

To return to the original question, I would like to suggest that customer interactions and customer experience are concentric circles. An interaction is a subset of engagement, which in turn is a subset of experience.

Customer Experience versus Customer Engagement vs customer Interactions

And companies have to be attentive to all of the ways customers experience their brands, products, and services. Whether or not an engagement ever advances to the level of interaction is an integral piece of the CX puzzle.

Want to hear more from Eric about customer interactions, engagements, and experiences? Stay tuned for the next post in the series!

Structured Data

Over the last few weeks, there have been several announcements from large tech players in the world of VoC (voice of customer) and CX (customer experience). My name is Melanie Disse and I have over 10 years of industry experience—most recently in a VoC role at Mercury New Zealand. I thought I’d spend a moment explaining what these announcements mean for those of us who are VoC, CX and Customer Insights professionals. Before we get started, let’s check out what I’m referring to:  

You might be thinking, so what? Should I be excited about this? Let’s look into it. 

What the Acquisition and Partnership Means in a Nutshell

In a nutshell, Lexalytics, and Tethr are data analytics platforms focusing on structured and unstructured customer data, as well as solicited and unsolicited feedback. With such acquisition/partnership, companies like InMoment strengthen their capabilities in the “text analytics” space, meaning their ability to analyze unstructured data and extract meaning and actionable insights. But also in a broader way to be able to connect unstructured and structured data sources to generate insights from within one platform.

The Humble Beginnings of Surveys 

Before I jump into the deep end, let’s start at the beginning. Not that long ago, if we wanted to know what a customer thought, how they felt about interacting with your brand (website, store, call center, etc.), or how loyal they are to you, we had to ask them. We sent a survey and asked them what we wanted to know. In fact, almost every company sent surveys, to an extent that customers got rather fed up with it. We ran into the problem of survey fatigue, which plagues many of us. 

But it’s not just survey fatigue that challenges the trusted old survey, it’s also the accuracy of insights we gain from it. We sometimes ask questions the customer may or may not know the answer to—for example, did we resolve your issue today? The customer is likely thinking “hmm, well I hope so, the agent promised me to fix it..” We also ask questions we should know the answer to, like “did you travel with us in the last 30 days?”  And finally, we ask questions that seem irrelevant or unimportant to the customer, but we want to know more about it, like “did you remember seeing any advertisements on your flight today?” So, we kinda capture the “voice of the customer”, at least on things that are important to the company, and from those customers that can be bothered to respond. 

In addition to that, we tend to look at survey results in isolation, and then look at things like financial results, churn reporting, or customer complaints data, in isolation as well. Depending on the data maturity level in your business, you may combine some of your data, but not all of it. You may analyze some of your data, but not all of it—which we know is limiting, as data is best utilized when combined with various sources, rather than analyzed in isolation. 

So that’s why I’m excited about the recent announcements. It’s not that I oppose using surveys—absolutely not. They are a great tool in our toolbox, but they are only one tool, not THE tool. 

Extracting Meaning from Unstructured Data 

There’s one resource that has long been underutilized for mining data—the contact centre! The contact centre is an absolute treasure trove of customer insights and has long been underutilized from a customer insights perspective. It’s an amazing source of customer feedback. We have agents on the phone, email, live chat, and social media messaging. We have bots, call notes, and so much more. So instead of sending a survey, we can now analyze the data we already have, and potentially supplement what’s missing with a survey. 

Conversational analytics is also powerful as we are no longer limited to low numbers of survey responses, or hearing only from those customers that take the time to respond. Analyzing the conversation that just took place between your company and a customer means we have 100% of the conversation to use to generate insights from. It means more volume, but also a deeper understanding of your customers’ experiences, as we “hear” from all customers that interact with us.

With acquisitions and partnerships, companies like InMoment strengthened their capabilities in this space, using ML (Machine Learning) and NLP (Natural Language Processing) to extract as much insight as possible from those unstructured data sources to tell us what the conversation was about, how the customer (and agent) felt about the interaction, and even predict what the experience was like (e.g. customer effort). Effort and ease, or CES (Customer Effort Score), is a super valuable metric to use in the interaction environment, as it tells us so much about how an experience went from a customer point of view, and is strongly correlated to customer loyalty. Based on unstructured data (the conversation that just took place between agent and customer) as well as operational data (e.g. call history, wait times, transfers, channel hopping) we can predict the level of effort the customer had to put forth to get their query resolved, all without a survey. 

Analyzing call or chat data helps us understand the conversation that took place, but also what it was all about. It allows you to narrow down on your customer “intent”, or reason for contacting. While we typically rely on agents to choose a “call reason” from a drop down menu, if you work in this space you probably know the accuracy levels of that data. That’s not just because an agent may opt to take a short cut and choose whatever option is right at the top of the drop down menu, it’s also limited to the options we provide, and one option only. Often calls may cover more than one reason, or the contact reason differs from the actual problem that needs to get addressed. Some telephone platforms now offer “intent recognition” and we can also get that information from our VoC platforms if we ingest that data. 

Beyond our contact centre data we can also leverage external sources such as social media or reviews. It’s another source of “free” customer feedback we can leverage to better understand our customers, their needs, and potential improvement areas. And again, we pull it into the same platform to have it in the same place as our other customer feedback data for enriched analytical capabilities. 

The Power and Limitations of Technology 

While those VoC platform announcements are super exciting, it’s not as simple as plugging them into our company tech environment and we have full access to all the shiny toys. You may end up with an (expensive) Ferrari in the garage, unable to drive it. The more data we can ingest into these VoC platforms, the better the quality of our customer and employee insights. However, which data we can share—from a policy, privacy, or tech point of view—determines to what extent we can leverage the tools. If you’re faced with a stack of legacy systems that don’t integrate easily, or can’t even connect the (data) dots between your systems, things become more challenging. 

Another incredibly exciting area is predicting experiences, or rather experience metrics. A word of caution here as well—we all know how unique and unpredictable we are as humans. A lot of testing is required before you have satisfactory accuracy levels for your particular organization (similar to intent work). So again, a great example of how we can leverage survey data to gain insights into customers’ perceptions of experiences. Expectations and perceptions make predicting experiences rather interesting. 

Wrapping Up

So to wrap up, from a conversational analytics point of view, we’re heading to a state where we know why the customer got in touch and what the interaction was about, what the experience was like from a customer point of view, how the customer felt (emotion and sentiment), and the impact the agent may have had. It’s pretty powerful to have that all in one place, but what do we do with this information? 

Firstly, we can enrich it even further with not “just” unstructured data from internal sources, but external sources like social media as well. We can also add key operational or financial data we have on the customer (e.g. call metrics such as handle time, customer tenure, value segments, churn risk, and others). 

Secondly, when we bring it all together we see a picture emerging on two levels, the operational level and the strategic level. 

  1. On an operational level we may gain insights to help us train our agents or uncover root causes that we can tackle. Those are typically limited to a specific area, e.g. a call center team, and smaller in nature. 
  2. On a strategic level we are able to uncover an end-to-end view of the customer experience, enabling us to look at company-wide experience improvement areas. Whether that’s overall, or broken down e.g. by specific journey stages. Again, effort is a great metric to use here as you can map out friction areas (aka areas for improvement) across journey stages by channel, or intent. You can also view this by e.g. product or specific services, overlay churn risk or value segments, the list is endless. It should give you a clear idea where to focus your improvement efforts and track performance over time. 

Many VoC tools can do parts of what I outlined here, but what we’re seeing now is a strong focus within our industry to mature our capabilities further, particularly in the conversational analytics space. It enables us to use the data we already have and use surveys only when we really need them. And that, in my humble opinion, is fantastic! 

Thanks for “listening”.

Customer Journey Mapping

There are a lot of elements to building a successful customer experience (CX) or employee experience (EX) program, but one of the most fundamental is employee and customer journey mapping. Journey mapping allows organizations to better understand the interactions and relationships that various audiences share with you, which allows you to create Experience Improvement (XI). Here are three quick reasons why journey mapping is essential:

  1. Optimizing Program Investment
  2. Expanding Your Program
  3. Figuring Out What Comes Next

Reason 1: Optimizing Program Investment

Understanding which touchpoints your audience uses and why they may or may not be functioning well is key to optimizing program investment. You can use employee and customer journey mapping to identify those touchpoints, listen in, and gather quantifiable data that proves your program’s success. The end result of this element is being able to go back to the boardroom with hard numbers, which goes a long way toward getting more funding for your program’s next cycle!

Reason 2: Expanding Your Program

When you map your journeys, you get a much better idea of which stakeholders need to be involved in your experience world. Employee and customer journey mapping is therefore a great way to rope new departments and teams into your program. This process also gives your entire organization a holistic, 360-degree view of your audience, which gives everyone a chance to work off of the same profile and create a more united brand mission.

Reason 3: Figuring Out What Comes Next

Sometimes, it’s good to stop and take stock of your CX program. If you’re not sure what the next stage of that program looks like, journey mapping can help tell you. This process gives everyone a full view of the customer or employee journey, which means that you can deduce what needs to come next in order to meaningfully improve your experiences.

With all of that in mind, how can organizations like yours start or refurbish the employee or customer journey mapping process? Click here to read Stacy Bolger’s full-length point of view on journey mapping. She’ll take you through more reasons you should journey map if you aren’t already, and some best practices on how to get started in the most beneficial way for you, your customers, and your employees!

Anonymous Employee Experience

People are power when it comes to business. And taking the time to understand employee thoughts, feelings, and feedback can be a game changer. After all, your employees are the ones keeping the wheel running. And if they don’t feel supported in their goals, employees are three times more likely to be job hunting. A successful employee experience (EX) program, then, must be at the top of your priority chain—and a successful EX program is one that allows employees to remain anonymous.

Anonymity in your EX program primarily means ensuring that when employees are asked for feedback in any given manner, their identities are completely secure. Hence the phrase: anonymous employee experience/feedback. It’s extremely pivotal then that EX programs ensure employees feel safe and confident giving feedback so that the business can take action on that feedback and produce substantial outcomes as a result. However, reaching this gold standard status is no easy feat. So here’s a five step framework to lead you towards success:

  1. Design for Success
  2. Listen to Employees
  3. Understand the Data
  4. Transform the Company
  5. Realize Better Employee Experiences

Step #1: Design for Success

What does designing for success mean, exactly? Well, consider the work of a clothing designer. When they begin a new design, it’s often unique to a specific collection with a specific purpose. The same should go for your EX program. Every company is different, so designing for success actually means designing with your organization’s specific culture, feedback history, and technical capabilities in mind. And all of these aspects play into the level of employee anonymity needed to accrue genuine responses. Just remember that what will work for one business won’t necessarily work in the same way for another.

Step #2: Listen to Employees

Employee anonymity is non-negotiable. How can you get actionable, accurate feedback from employees if they’re afraid that if they use their voice, it will end in backlash? If you make it clear to the employees you’re surveying that their identities will be protected, you’re more likely to receive high quality feedback. And when employees feel comfortable giving feedback, you can focus more on deciding which listening channels are best to access critical intelligence.

Step #3: Understand the Data

Every six to twelve months, we recommend looking at the drivers of engagement, retention, and churn to see the change within your company. For example, noticing recurring themes for why employees are leaving can tell you about systemic organizational issues you may be having. Analyzing this data consistently helps you understand and eventually address what’s obviously not working in your program. And the crucial key to accessing data like that lies in assuring that employee respondents are unidentifiable. Which could mean hiding personal background information or using text analytics to avoid identifying someone through the way they write (in the case of a language barrier).

Step #4: Transform the Company

Before you take action, make sure that you’re transparent with your employees about your intentions. To address employee feedback effectively, you need to set clear expectations for how that feedback will contribute to transforming the company. Explaining that the information will be reported anonymously, what the information will be used for, and how exactly you plan on addressing their concerns allows for an honest conversation. If you speak and act truthfully first, employees are more likely to reciprocate.

Step #5: Realize Better Anonymous Employee Experiences

At last, it’s time to reflect on the benchmarks you set and act on the areas of opportunity for your program. Here are a few questions to lead you in the right direction toward EX program ROI:

  • How many employees are churning now compared to when the program launched? 
  • Are employees happier at work compared to program launch? 
  • And would more employees recommend working for your company (eNPS)? 

Based on how you answer, it’s time to move forward on realizing greater experiences for employees by prioritizing the security and benefits that come with employee anonymity.

The journey to an EX utopia is neverending, but returning again to this five step guide can help you reinvent your program closer and closer to that ideal. And if you’re interested in a more in depth guide to crafting the ultimate anonymous EX program, take a look at our white paper Just How Anonymous Is Your Employee Experience Program?

Achieving Your CX Goals

In this blog I will address a question that I’ve come across many times during my 20 years as a research consultant: “What is the best way to set goals for my CX program?”

As most of you probably know, there are several important aspects of goals you need to consider. I like using the SMART acronym for setting motivating goals because it is both comprehensive and better yet, easy to remember. 

Using this acronym, goals should be:

  • Specific: Precisely state what needs to be accomplished.
  • Measurable: Clearly define what criteria will be used to determine if the goal is met and how it will be measured. Make sure measurement processes are in place and are valid.
  • Attainable: Set a goal that is challenging but realistically reachable.
  • Relevant: Make sure the goal pertains to the specific person or group trying to achieve the goal. In other words, the person’s or group’s behavior needs have a significant impact on whether or not the goal is achieved.
  • Time-Based: Set a firm timeline for when the goal needs to be achieved, but make sure the timeline is realistic.

All of these attributes of goals can be defined further, but I think the trickiest one is trying to set attainable goals. Therefore, I’m going to focus on what things you should consider when setting realistic but challenging goals.

In the customer experience world, most goals are “outcome goals” versus “performance goals.” 

Outcome goals usually focus on obtaining a score on a specific measure such as overall satisfaction with a given transaction (e.g., customer contact center call, product purchase experience, etc.), customer likelihood to recommend the brand, customer relationship satisfaction with the brand, or customer retention/repurchase behavior. Because outcome goals are the most prevalently used, I will be focusing on them.

Goal Considerations

What Is Your Current Score?

One of the first things to consider is where is the score now? Is it already quite high? If so, any improvement you are targeting will be more difficult to obtain than if the score is relatively low. It is usually much easier to move a score when there is a lot of room for improvement than when the score is nearing the ceiling of the scale.

For this reason, I like to set goals in terms of “percent of opportunity.” For instance, if we have a goal criterion measured on a 100-point scale, a “ten percent of opportunity” goal would translate to 5 points if the current score is 50 (100 – 50 = 50. 10% of 50 is 5.) but only 2 points if the current score is 80 (100 – 80 = 20. 10% of 20 is 2.). 

You should also consider when the score is “high enough” and no improvement is needed. While most companies want to focus on continuous improvement, there does come a time when improvement efforts are unnecessary and perhaps counterproductive. 

What Are the Past Trends in the Score?

Next, consider how the score has been trending. It will obviously be more difficult to improve a score that has been declining over the past than one that has been increasing. For instance, consider the two trend lines below. 

Figure A
Figure B

These scores are mirror images of each other with the one on the top (Figure A) decreasing an average of about two points per quarter whereas the one on the bottom (Figure B) shows an average increase of about two points per quarter. Therefore, if no improvement efforts are put in place, one can reasonably expect two different outcomes for the score in the next quarter (48 for the chart on the left, and 52 for the chart on the right). For the next quarter a reasonable goal for the measure on the left might be a score of 50 (just stop the decline) whereas a goal of 54 (a little more than where the score would likely be anyway) might be appropriate for the score on the right.

How Do You Consider the Variance of the Score?

You need to consider the variance of the score and this part gets a bit “stat-sy” but try to bear with me. Scores are also a lot easier to move if they have a wide distribution than if they are narrowly distributed. Consider the distributions of the two measures shown below. 

The one on the top (Figure C) has a standard deviation of 10 points (a standard deviation is basically the average distance the individual scores are from the scores’ overall average) whereas the one on the bottom (Figure D)has a standard deviation of 20 points. You can see how much narrower the distribution is on the left compared to the distribution on the right.

Figure C
Figure D

In a normal distribution about 64% of the scores fall between one standard deviation above and below the overall average.  What that means in this case is going from 50 to 60 is moving past 32% of the population for the scores represented in the left chart, but only a little over 16% for the chart on the right. For this reason, I often use something like “what is ½ of the standard deviation” as a first estimate of what I might want to use as an improvement goal.

By the way, looking at the standard deviation also gives you a good sense of how to adjust performance goals for different sized scales. For instance, the standard deviation for a 100-point scale will likely be much smaller than the standard deviation for a 1000-point scale. Setting an improvement goal of 5 points for the 100-point measure might very well be equivalent to setting a 40-or 50-point improvement goal for the 1000-point measure.

What Are Your Improvement Initiatives?

Finally, consider what improvement initiatives you have planned. If you aren’t going to put improvement initiatives in place, you can expect little change in your outcome measures, except for those explained by how your scores have been trending. 

Even if you do have improvement initiatives planned, you need to make sure they have time to work before the next measurement of the outcome variable. When deciding this, be careful because it is easy to underestimate the time an improvement initiative will take. Remember, you have to have time to develop the initiative, implement it across your organization, wait for your organization to put it in practice and to get good at it, and then you have to have time for the implementation to affect your outcome measure. Some measures (e.g., transactional customer satisfaction) are relatively fast to show change whereas other measures (e.g., customer retention and customer loyalty) can take months or years to show effects.

The Science and Art

I titled this blog “The Science and Art of CX Goal Setting” because I think you do the “science” parts first and the “art” part second. The science is everything I have talked about until now. The art is how you put it all together. While that will vary depending on your situation, I usually start with the following thought process:

  • Is the score high enough already? If so, there is no need to set an improvement goal. Just focus on maintaining the same level.
  • What would the score be if I extrapolate out the trend? I use that as my “no improvement” starting point.
  • What is the standard deviation of the score and what “percent of opportunity” does that represent? Does this seem like a reasonable improvement goal over the “no improvement” starting point?
  • How much effort is the organization going to put into improving the processes that drive the outcome goal? How long will these efforts take to make an effect?

Taking all of these things into consideration, I adjust the score accordingly but again, in the end it is an “art” rather than a “science.”

Enjoy the goal setting exercise! If you’d like to learn more about how you can set CX goals and develop a comprehensive CX strategy, check out this white paper!

Email Targeted Survey Invitation

What do you want a customer experience (CX) survey invitation to do? Besides literally inviting someone, you want your invitation to tell the recipient that they’re valued and will also receive something of value if they accept it. Obviously, not every invitation accomplishes that.

Email survey invitations especially have a hard time convincing the customer to even open the invitation. In fact, it’s common to think that shortening the survey will increase survey response rates, but most non-response is actually due to people never entering the survey at all. 

So how do you send the perfect email survey invitation? Making an invitation as compelling as possible is not so simple. It takes a well-thought out process—and we have one to share with you in today’s post!

How to Send the Perfect Email Survey Invitation:

  1. Get the Survey Invitation to the Customer
  2. Get the Customer to Notice and Open the Email Invitation
  3. Get the Customer to Open the Survey

Tip #1: Get the Survey Invitation to the Customer

The biggest obstacle in getting your survey invitation to the customer is avoiding spam or phishing filters. If your invitation ends up in there, there’s little to no chance for a response. Here are a couple best practices to avoid this issue: 

  • Make sure to send from a reputable IP address
  • Remove any words in the subject line that may trigger those filters
  • Whitelist your domain if possible. 

Of course, with email surveying, there are highly technical strategies that can be done to help. At that top level, hiring a professional would be the most effective route.

Tip #2: Get the Customer to Notice and Open the Email Invitation

This is the step where most non-response occurs in CX measurement programs. Email invitations can get buried in other emails, respondents can mistake them for spam and just delete them, or customers can simply ignore them. 

One way to increase the likelihood of a customer noticing and opening an email invitation is to send it at the right time. But the right time always depends on who you’re trying to reach so it’s important to think about when your customer would most likely check their email.

Tip #3: Get the Customer to Open the Survey

Getting the customer to open the survey is often most influenced by the ease and simplicity of accessing and understanding the survey invitation. Your surveys must be optimized to various devices, especially smartphones, because no one will want to open a survey if the invitation is already difficult to read or display. 

Another useful tactic is to be straightforward in the invitation, telling customers exactly how their feedback will help them improve the company. This way, the customer knows that they are playing an active role in improving their own experience (and also that you’re listening and have a plan in place for how to make change happen).

We hope this introduction to the art and science of email survey invitations was helpful to you, but keep in mind that crafting the perfect invitation is both a nontechnical and technical challenge that goes beyond these three tips.

To learn more, read this white paper that takes a deep dive into the strategies and methods you can utilize to perfect your email survey invitations. 

Customer Loyalty

Every company executive will agree that having loyal customers is a key to business success. But what are executives really doing to encourage customer loyalty? Most businesses will point to their customer care training or customer relationship management (CRM) system and count on these tools to build loyalty. Some will point to their monthly newsletter or discount program to demonstrate their efforts. All of these are good attempts. 

However, they are not enough. They might make an impact, but creating customer loyalty is something that must be the center of the company. Fostering true loyalty and engagement with customers starts with the basics—and we’re laying those out for you in our top tips, listed below!

  1. Aim Toward Ideal Business Outcomes, but Stay Agile
  2. Have the Right Data Collection Tools in Place
  3. Act on the Data You Receive
  4. Continuously Improve Your Processes Based on Market Changes

Customer Loyalty Tip #1: Aim Toward Ideal Business Outcomes, but Stay Agile

Ideally, you’ll know where your business is heading in 12 months, three years, and five years. But, since the onset of the pandemic, we have learned the hard way that everything can change in a heartbeat. For these reasons, an agile customer listening strategy is critical to survive and thrive. 

Providing your customers with an open channel for communication and feedback engages your customers and strengthens your relationship with them. Engaged customers are more satisfied, more loyal, and more likely to promote your company than unengaged customers. They go out of their way to show their association with your company. An engaged customer also supports you during both good and bad times, because they believe that what you have to offer is superior to what your competitors have to offer. 

Engagement takes your customers beyond passive loyalty to become active participants and promoters of your product. Engaged customers will want to give you more feedback—and you should be ready to handle it! All this translates into more engaged customers who will spend more money with you over time.

Loyalty Tip #2: Have the Right Data Collection Tools in Place 

Enterprise feedback management (EFM) is more than just collecting data. EFM adopts a strategic approach to building dialogues with your customers. By wrapping customer dialogues with technology, your company creates a structured, searchable, and quantifiable body of information that can be used to drive critical business decisions. 

By having the right feedback collection tools in place, you:

  • Empower customers to give feedback through common advertised channels
  • Centralise reporting for proactive surveys and complaint management solutions
  • Structure quantitative feedback into a drill-down or rollup report
  • Make open-ended feedback intuitively searchable

Loyalty Tip #3 Act on the Data You Receive 

Collecting data is a great start—but taking action on customer feedback is the next and most important step for creating loyal customers. Once you’ve validated the data against your program goals and established trends and patterns, it’s time to make a plan. 

Businesses use a variety of statistical techniques to make predictions about the potential for future events. Furthermore, predictive analytics may be used to ascertain the degree to which answers from a survey relate to particular goals (such as loyalty and engagement). Tactical knowledge of action items that impact an outcome preserves resources wasted on ineffective programs, and competent statistical modeling reveals which tactical options have the most impact.

Analyse data using a statistical technique to reveal the most important areas of focus. Then, ask your analyst about common statistical methods including correlation, multiple regression, factor analysis, and logit models. Finally, recognise that the important areas of focus may change over time to respond with changes in the economic, competitive, and demographic environment of your business.

Loyalty Tip #4: Continuously Improve Your Processes Based on Market Changes 

Whether you are applying lean principles, 6Sigma, Kaizen, or a combination, a continually improving experience program is what we are all striving for when it comes to best practice. Every time you seek to optimise your program, you have the opportunity to eliminate non value adds and other waste components which get in the way of operational processes. Every improvement should have a “customer first” approach, which will help customers feel valuable and more loyal with every action. 

Want to learn more about what it means to continuously improve your customer experience, customer loyalty, and your bottomline? Check out this paper which outlines the Continuous Improvement Framework, InMoment’s unique approach to truly value drive experience programs.

Brand Reputation

Every business can agree that a sterling brand reputation does wonders for both the customer base and the bottom line—but how can companies build a better rep by leveraging customer experience (CX) tools? Additionally, why are CX programs (especially those that drive Experience Improvement (XI)) ideal for building a reputation that your existing customers will love and that new customers will find enticing? Today we’re covering three quick ways a CX-driven brand reputation helps your business:

  1. Preserving the Base
  2. Creating Shared Identity
  3. Quickly Attracting New Business

Key #1: Preserving the Base

There’s no better way to retain your customers than through customer experience programs. Full stop. Advertising can be useful for keeping up a steady messaging drumbeat, but only a strong CX toolkit enables brands to continuously listen to customer preferences, identify broken touchpoints, and anticipate what those individuals will want from you next. Consistently applying these tools to gather intel, sharing that information across the organization, and taking united action on that intelligence will raise your profile among customers both new and old, effectively future-proofing your brand’s reputation.

Key #2: Creating Shared Identity

Tapping into customer preferences to create great products and services is essential, but it’s also important to understand who your customers are as human beings and not just as customers. Customers transact with the brands they feel share their values—an organization that can express desired values in its messaging, product offerings, and overall relationships will achieve sustainable success. Being known for serving customers well is one thing; being known for tuning into who customers are as people is another entirely.

Key #3: Quickly Attracting New Business

When a brand becomes known for delivering consistent experiences and values that customers connect to, new prospects will notice. CX programs’ unparalleled ability to deliver specific, actionable intelligence gives brands the chance to know, at a granular level, what will bring new customers to their doors. Again, advertising is important, but customer word-of-mouth following great experiences can be an even more effective way to acquire new business. That’s the power of CX-driven brand reputation in action.

What Comes Next?

We’ve briefly touched on how CX programs (especially Experience Improvement initiatives) are useful for capturing intelligence that improve your brand’s reputation. But which tools specifically should your brand utilize, and how? Click here to read my full-length Point of View article on the subject. I take a deep dive into the importance of a stellar CX reputation and how your business can achieve that same prestige efficiently. Thanks for reading!

Humanizing Customer Experience and Driving Customer Relationships

There’s a problem with how many businesses view customer experience (CX) data: human beings cannot (and should not) be distilled down to numbers. For many years, experience programs have hailed numbers as a sort of holy grail, but the reality is that numbers are no substitute for genuine human connection.

None of this is to say that metrics aren’t important, but companies should remember that they can only reveal so much about why customers may be experiencing an issue or even why they remain loyal to the brand. With that in mind, we’re going to dive into a few things to bear in mind while creating more human and more connective customer relationships!

Numbers Alone Can’t Tell a Story

Before we get into how to humanize and improve customer experiences, we first need to understand why structured data can’t give us all the answers. For instance, it’s common to send out Net Promoter Score (NPS), Customer Satisfaction (CSAT/OSAT), or Customer Effort Score (CES) surveys after a customer interacts with a brand, but what do these scores actually tell us? A higher ease-of-use score, for example, doesn’t necessarily mean you made the customer happier or that you improved that customer relationship. You can speculate about numbers, but they don’t reveal the exact, organic reason why customers feel one way or another.

So, how can companies compensate for this lack of context? The answer lies in unstructured data and the Experience Improvement (XI) solutions that can turn it into actionable intelligence. That actionable intelligence, in turn, gives brands the chance to create a more organic, more connective, and more human customer experience.

How to Humanize and Improve Customer Experiences

Only when a business listens to human feedback can it respond with a more human customer experience. This means tapping into the voice of the customer by allowing customers to express feedback in their own words. 

Consider platforms like Instagram, Yelp, and YouTube. People can use these platforms to freely (and frankly) express themselves in a way that numbers cannot allow. The result is a form of unstructured feedback that your brand can not only use to trace the root causes of experience breakages, but also to empathize with your customers.

After accumulating enough unstructured data, the next step is to analyze and act on what you’ve learned. However, that’s easier said than done, especially if your CX resources are limited. That’s why it’s important to desilo data and share customer intelligence with your entire company. Then, you can get multiple departments to collaborate and act on their role in humanizing the customer experience (this approach also creates a single, holistic view of the customer for your organization).

If your brand can offer experiences that are far more human, that’s far more valuable than achieving any high metric score. And it goes hand in hand with customer loyalty. When a customer feels empathized with and known as a person, that customer will return to your brand—even if there’s a lot of competition—because their relationship with you has transcended mere transactions. This is the heart of Experience Improvement—answering customers’ search for meaning while strengthening both your bottom line and your marketplace leadership!

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