Leave Your Mark

The entire premise of customer experience (CX) is based on the idea that brands want their customers to have positive interactions with them and their products. In other words, brands who focus on customer experience want to leave a positive mark.

When my team and I were putting together the content for CX Elevated 2018, I started thinking a lot about how the mark we want to leave can define not just our CX efforts, but our lives.

Our lives are made up of moments that create a certain kind of impact. Our choice is not if we will leave a mark, but rather what kind of mark we leave. Previously, our company referred to this stand-out way of affecting the people around us as “Red Shoes” living, but with the most recent evolution in company vision, we figured it was time for a new take on an old classic.

It was this line of thinking that lead me to create the Leave Your Mark award and share it with our InMoment community on the last day of conference. It was an absolute pleasure to present the first of these awards to Sean Rausch, a local high school student who chose to leave a legacy of sportsmanship and camaraderie that serves as an inspiration to everyone.

In a cross country state championship race, Sean chose to forgo personal victory when his teammate snapped his tibia mid-race, falling to the ground. Sean stopped, picked his teammate up and carried him on his back—stopping only to set his teammate down so he could hop across the finish line and finish the race.

Both boys were disqualified, but it wasn’t the podium that mattered here or the winners that exemplified true sportsmanship. It was the young man who gave up his chance for a medal because he wanted to do the right thing. Sean chose to leave a mark, and in my mind his choice is more meaningful than a thousand first place titles.

The award presented to this remarkable athlete was a plaque impressed with a sneaker-sole footprint. This print represented the mark that Sean chose to leave. We also presented all attendees and InMoment employees with a similar plaque, instructing them to write on the sole a description of the mark they want to leave. This mark could be personal or professional, family or customer experience-oriented, big-picture or in the moment.

Being intentional about the mark you want to leave makes a huge difference in how you live every day. Our hope with this new movement is to inspire our community so that in moments of reflection, we will all be able to look back and be able to say that we left the mark we wanted to leave.

How are you leaving your mark?

“Soft skills” have traditionally been undervalued, and that’s slow to change. But more companies are realizing their worth. And even if the skills themselves are difficult to quantify (how much more likeable is Job Applicant A than Job Applicant B?), their effects aren’t.

The soft skills CX professionals possess directly affect metrics like:

  • Net promoter scores
  • Customer satisfaction scores
  • Customer effort scores
  • Qualitative survey feedback on customer support interactions
  • Qualitative data gleaned from online customer reviews
  • Number of referrals and recommendations

Human-to-human interactions can make or break those scores, generate referrals or cancellations, and either fuel word-of-mouth growth or silence it.

But before you break out your old copy of Dale Carnegie’s How to Win Friends and Influence People (a classic for a reason), I’d like to talk about why I’m reading more articles now on “soft skills” as they apply to customer service, customer success, and customer experience.

Because we need them more now than ever.

“So let’s uncomfortably call them real skills instead.

Real because they work, because they’re at the heart of what we need to today.

Real because even if you’ve got the vocational skills, you’re no help to us without these human skills, the things that we can’t write down, or program a computer to do.”

– Seth Godin, Let’s stop calling them ‘soft skills’, Medium

What Exactly Are Soft Skills?

Often referred to as “people skills,” ‘soft skills’ don’t have a hard definition. In fact, they’re remarkably hard to pin down.

If you try to define these skills with a list of what they entail, you’ll run into trouble. Everyone has their own set.

Some argue that part of the definition of ‘soft skills’ is that they are something you’re born with. But others, including Seth Godin, say that’s “crazy because infants aren’t good at any of the soft skills. Of course, we learn them.”

(When was the last time you met a baby with a good work ethic?)

Seth Godin calls for five categories of ‘soft’ skills: Self Control, Productivity, Wisdom, Perception, and Influence.

Others cite the ability to listen, accept feedback, and communicate effectively. Or qualities like charisma, empathy, friendliness, patience, and reliability. Problem-solving skills get thrown into the mix with teamwork and attentiveness.

I like this exhaustive list from the balance which offers 6 categories of soft skills with sub-lists of specific skills under each. Their categories are:

  1. Communication skills
  2. Critical thinking
  3. Leadership
  4. Positive attitude
  5. Teamwork
  6. Work ethic

But even those don’t make it into “The Five Soft Skills Recruiters Want Most” that made it into the eponymous Fast Company article. Those were: Problem solving, adaptability, time management, organization and oral communication.

In 2013, Google tested its hiring hypothesis that prioritized top grades from elite universities in STEM subjects. They found that, in practice, the eight most important qualities of Google’s top managers were:

  1. Ability to be a good coach.
  2. Willingness to empower, rather than micromanage.
  3. Taking an interest in people’s success and well-being.
  4. Ability to be productive and results-oriented.
  5. Communication and listening skills.
  6. Willingness to help employees develop their careers.
  7. Holding a clear vision and developing a strategy for the team.
  8. Possessing key technical skills that allow the manager to advise the team.

Technical skills came in dead last. The rest were ‘soft skills.’

For our purposes, I’d like to simplify the definition of these skills and stop calling them “soft” – period. Let’s call them “people skills.”

People skills are what you need to relate to people, be understood, and be liked. Likeability is one word that encompasses myriad characteristics, including charisma, reliability, empathy, and willingness to take a stab at solving problems. Above all, we’re talking about genuinely caring about people.

If you get that one thing right – you’ve already got the core soft skills you need.

Relationships Can Make Or Break a Business

Businesses are rising and falling based on the quality of their relationships with their customers – and employees.

For subscription-based services in general, and SaaS in particular, success metrics like retention, customer lifetime value and cost-to-acquire are all correlated with how well businesses relate to, and engage with, their customers.

These are people skills.

And as artificial intelligence is taking over so many of the human-to-human interactions businesses have traditionally had with their customers, the human interactions that do happen are coming under more scrutiny.

In Top Customer Service Trends for 2018 by Kate Leggett, Vice President and Principal Analyst at Forrester, Kate points out the repercussions of increasing AI and self-service in customer service.

“With customers increasingly using self-service, there are fewer opportunities for engagement with agents who can lend a human touch.”

That means three things: Those fewer opportunities are under more pressure to produce positive results, human-to-human interactions will be reserved for bigger problems that AI can’t handle, and those complex issues will require both accurate diagnoses and empathy.

“These organizations will focus on the quality of interactions as measured by customer retention and lifetime value. Agents will need to be more highly skilled and better compensated. Old management principles that focused on efficiency must be relaxed. Ultimately, technologies such as quality monitoring should be replaced by customer feedback.”

As companies race to differentiate themselves based on customer experience, these interactions become vitally important.

“Forget about your company’s historical point of differentiation. Customer Experience reigns supreme today and you will either be rewarded or punished for how you are treating your customers.”

– Bill Carmody, founder & CEO of Trepoint, “Customer Experience is Your ONLY Differentiator. You’re About To Be Rewarded or Punished”, Inc.

With hundreds of “soft skills” listed, it might seem like a lifetime’s worth of study for anyone who isn’t confident in their natural gifts of gab. Yes, you can learn people skills. You can certainly improve them. And to really make an impact on CX, you and your customer support or customer success team may have to. So let’s concentrate on the skills that make the most impact.

The 10 People Skills You Need Most for CX

  1. A genuine willingness to help – Not only does a genuine willingness to help make customer support agents shine and customer success managers effective, this instinct to solve problems and make positive impacts bleeds into other areas as well. For example, a customer success agent who becomes aware of a problem through customer feedback can patch the issue – or the agent can investigate the problem and actively work with other teams to bridge that success gap for everyone, strengthening the product or service and the company as a whole.
  2. Empathy – Customer support professionals are often trained to “show empathy” by repeating phrases that come off as insincere at best: “I understand that this can be frustrating.” Empathy phrases can be incredible tools (this is a very good list), but only when used with discretion (so it doesn’t sound like you’re reading off of a card). But empathy is about more than the words you use. It’s the desire to really understand where someone else is coming from and what they need to thrive. That’s Customer Success 101, right there: Taking the time to learn about your customer’s business and challenges so you can understand your product from their perspective.
  3. Communication – Communication skills, the ability to listen carefully, explain clearly and treat kindly are must-haves in the People Skills toolkit, but there’s another type of communication customer service and success teams should have: Cross-communication. You’re at the nexus between your customers and your business which puts you in a unique position to gather data customer sentiment, use, and engagement that everyone else in your business needs. Make sure they get that info.
  4. Emotional Intelligence – Connected to empathy in that you’re aware of other people’s emotions, Emotional Intelligence also means you’re aware of your own. It’s self and social awareness of mood, emotional strengths and weaknesses, and potential underlying motivations behind behavior. In practice, this means knowing when to praise team members and how to constructively criticize. With customers, often it’s about understanding how your actions and responses can positively affect their moods to create memorable experiences.
  5. Integrity – Managing expectations by honestly telling customers what they can and can’t expect builds a tremendous amount of trust and sets customers up to have positive experiences when businesses don’t overpromise. Being able to set expectations also builds trust with internal teams.
  6. Problem-Solving – The best problem-solvers are the ones who jump in as soon as they see a rough patch arise and have enough confidence to figure it out if a solution doesn’t immediately present itself. Really, it’s all in the attitude. You don’t have to know the answer to everything to help. You just have to be willing to figure out the answer that’s needed.
  7. Stress Management – Dealing with people, even lovely coworkers and customers – is inherently stressful to most humans. The ability to manage that stress and not take it out on those around you is one of the best ‘People Skills’ you can cultivate. One bad day can lose a lot of clients when you think in terms of not just the client you’re speaking to, but all of the future clients they can bring in with recommendations.
  8. Listening Skills – This is one everyone in the company, from the Founder on down, needs to have, because listening to your customers effectively, focusing on their needs and desires (instead of your needs), is how great products and companies are built. More than that, though, is the willingness to listen internally as well – to people from different departments who often have valuable insights to add.
  9. Leadership – Once you uncover a good idea or customer feedback that requires action, it’s a real skill to be able to inspire others to follow your lead (especially if those others are above you). This becomes easier when you work from the mentality that your role is to make those you lead wildly successful. Everyone wants to follow a leader who gives them what they need to do their best work and get the best results.
  10. Team Building – Team building across departments brings leadership to a whole new level. Reaching out and forming relationships with people in other departments is something anyone can initiate. And when you approach your co-workers with an open willingness to help and collaborate, you won’t get turned down.

What “soft skills” – or People Skills – do you see the most need for in CX?

Be the customer experience champion at your company. Sign up today for free Net Promoter Score, CSAT or Customer Effort Score feedback with InMoment.

Customer experience professionals live in a world overflowing with data. Sitting on that wealth of information is frustrating when you know it has incredible potential.

If you are tracking CX metrics, like NPS or CSAT, the numbers help you quantify customer loyalty and satisfaction. But it’s the customer comments that come with those surveys, all of that rich qualitative data, that give you invaluable context for why customers feel the way they do.

Until now, it’s been difficult to analyze qualitative data because it is so unstructured.

This is where tagging comes in.

Using software to analyze qualitative data

Modern customer feedback software comes with the ability to tag customer comments. Tagging feedback has two functional goals: Routing and Insight.

Routing:

Creating a tag for specific stakeholders, e.g. “product”, quickly sorts feedback to be routed to the correct teams for follow-up. Product teams can simply click a button to see verbatim comments regarding feature requests and support teams can be more proactive by checking for comments under a “bug” tag.

Insight:

Tagging comments by relation to product, website, or customer experience helps themes emerge. For example, you may see that most of your detractors are tagged with “shipping” or “price”. This will help you prioritize and address issues in real-time.

Tagging comments manually doesn’t scale, however.

If you are receiving less than 100 comments a month, manually tagging comments can work. But customer comments can pile up just like emails in your inbox. Constant monitoring results in little else getting done. When you find yourself drowning in responses, CX feedback can feel overwhelming — just like your inbox.

This is where using software to auto-tag customer comments saves the day.

Auto-tagging gives you real-time categorization of large quantities text feedback

Auto-tagging automatically sorts qualitative comments for you using AI-powered text analysis, and it happens in real-time. This helps you surface themes and see trends that the human brain has trouble processing on its own.

For example, you may find that pricing issues are mentioned in 80% of your detractor comments in the past couple months, or a new feature is mentioned in 65% of your promoter comments since it launched.

Auto-tagging serves as a dynamic tool to quickly sort massive amounts of feedback for routing to the appropriate teams for insight and immediate follow-up.

We’ve provided the first steps and some suggestions to start auto-tagging in real-time.

Using machine learning to auto-tag

When you’re drowning in feedback, we recommend using natural language processing to auto-categorize feedback. Customer feedback software, like Wootric, can tag and surface themes in your feedback based on what’s important in your industry.

Automatic text classification is the ultimate time saver when it comes to comment feedback. While this isn’t a necessary step, for large amounts of feedback, it is an incredibly powerful tool for true automation in your tagging system.

How to set up text-match Auto-tags

The time you save by setting up an auto-tagging system can be spent taking action based on the insight lifted out of your survey feedback.

If you aren’t using machine learning software, here are the steps to take in planning your text-match auto-tagging system and some suggestions to get you started.

First, Some Questions to Ask Yourself

When you start to tag your feedback, read every comment you receive in a period of time, perhaps a week or a month, and consider the following:

  • What topics/features/issues stand out in your comments?

For example, you may see that many of your customers talk about your Support team’s response time, or the value your product/service has brought to them. These general themes will serve as jumping off points for brainstorming tags and keywords.

  • Is there industry or business specific vocabulary or jargon that you might want to track?

For SaaS companies, you may want to include terms like “dashboard”, “widget”, or “in-app” as tags or as text-match keywords. Oftentimes, these terms will be abbreviated, like UI for “user interface”. 

You can even choose to create tags for team members to alert them whenever they are mentioned by name. This might be helpful for a customer support agent who wants to see what customers are saying about their interactions.

As you read through your sample of comments, make a note of the words and phrases you spot customers using. They may be using different terms than the language you and your colleagues use as professionals in your industry.

  • Which teams will you be sending customer feedback to and what terms are relevant to them?

You want to be routing comments to the right teams. For example, a product development team will be interested in comments about user interface, integrations, or feature requests while your support or success team may be more concerned with bugs or implementation.

Nested Tags or Parent-Child Tags for Tag Hierarchy (SaaS example)

Once you’ve answered these questions, start grouping specific terms under broader terms. This is going to help you create hierarchy within your tags, also called nested tags.

Nested tags are labels associated by a hierarchy. The ‘sub-tag’ or ‘child tag’ is a tag that is more specific and can be categorized under a ‘parent tag’.

When any of the ‘child-tags’ are text-matched to a comment, feedback platforms will also tag that comment with the corresponding ‘parent tag’. Comments tagged with only the ‘parent tag’ do not include any of the words associated with any of the ‘child-tags’.

This allows you to pull comments that mention any of the specific integrations through the child-tags. At the same time, the broader “integrations” tag pulls comments that mention integrations in general, e.g. suggested integrations from our customers.

Choosing Text-Match Keywords or Keyphrases

For auto-tagging, it is important to choose the right words or phrases to match the tag to the comment. Text-match tags use an “exact match” rule for automation.

This is where having read through some of your current open-ended feedback is useful. You’ve seen the specific words that your customers tend to use when writing about different issues. It may also be helpful to use a thesaurus to come up with synonyms for the words or phrases you choose to match on.

Remember that text-match is very literal, so you will need to include variations on the words and phrases you choose. For example, an “implementation” tag should match on “implement”, “implemented”, “implementation”, and “setup”, as well as “set-up”.

Suggestions

We’ve compiled a list of auto-tags that are commonly used by SaaS businesses. You may be able to use some of these in other industries as well.

As you start to receive feedback you should refine your tags to be more specific to your business needs.

Here’s a list of common tags for SaaS companies to start with:

Tag name: Matches on:
“Product” parent tag Terms specific to your product like the name, or terminology for features, e.g. “Amazon”
“Product A” child tag Name of one of your more specific products or services if you have more than 1, e.g. “Prime Music”
“Product B” child tag Name of another product or service if you have more than 2, e.g. “Prime Shipping”
“Bug” “issue, issues, crash, crashes, bug, bugs, buggy, error, errors”
“Competition” Names of your competitors
“Documentation” “docs, documentation, article, articles, help article, FAQ, FAQs”
“Feature request” “wish, add, would like”
“Implementation” “implement, implemented, implementation, setup, set-up”
“Integrations” parent tag “integration, integrate, integrates”
“Integration 1” child tag Words specific to one integration, change the tag label to the specific integration, e.g. “Slack”
“Integration 2” child tag Words specific to another integration, with the corresponding label, e.g. “Salesforce”
“Performance” “speed, slow, fast, uptime, downtime, 404”
“Price” “cheap, expensive, promo, promotion, deal, price, price tag”
“Support” “support, onboarding, on-boarding, issue, broken, assistance, service, tech support, help, helps, helping”

Human Review: Manually Tagging for Refinement

Monitor your feedback for a couple weeks after you set up your auto-tagging system. If a comment should be tagged, but isn’t, add more keywords to the text-match tag. Manually tag any comments that are difficult to text-match.

A good example would be a comment like “I tried to connect your software to my CRM but it didn’t work.” This comment is clearly related to integration, but text-matching wouldn’t catch this. After manually tagging this comment, you can then add “connect your software” as a keyphrase to the integration tag.

Human review becomes a tool for refining your existing auto-tags, instead of the main workhorse. As time passes, you’ll spend your time scanning for edge cases and new issues or topics that require a new auto-tag.

Do this check periodically to ensure your insight is accurate. Maintaining your valuable tagging system will save you time in the future.

If you are using machine learning, use manual tags to train the AI to be more accurate in the future. In case you spot an inappropriate tag, the AI also learns each time you remove a tag that it generated.

Feedback Routing & Driving Action

Surveying customers is the first phase in your transformation into a more customer-centric company, but you will plateau if you sit on the feedback. Setting up an auto-tagging system means feedback is sent to relevant teams in your organization in real-time. Trends are lifted more easily from qualitative feedback, and your customer-centric organization will be empowered to actively pursue customer happiness.

Measure and improve customer experience.

Get auto-tagging with Wootric customer feedback software. Sign up for a free trial.

5 Ways to Avoid Falling Flat on Your Customer Experience Journey

Regardless of industry, CX programs are no longer a nice to have, but instead, a must have business discipline.

Nobody likes roadkill.

It’s gruesome to see and certainly even more horrible to become—literally or metaphorically. That’s why Andrew Park, InMoment VP, CX Strategy, and I recently hosted a webinar entitled, “How to Avoid Becoming Roadkill on Your Customer Experience Journey” with our partner, CustomerThink.com.

According to CustomerThink research, a mere 7% of CX initiatives have created competitive differentiation while only 23% of brands have realized tangible benefits. So less than one-third of CX initiatives can claim the clear “win” that CEOs demand: ROI as evidenced by measurable business impact. This inability to prove impact has caused CX programs to stall.

Regardless of industry, CX programs are no longer a nice to have, but instead, a must have business discipline. However, there’s no “one size fits all” approach to CX and strategies will differ based on budget, organizational structure, CX maturity, and more. But that’s no reason to become discouraged.

Pulling from InMoment’s white paper on Customer Experience Strategy—and based on our experience working with hundreds of brands from across the world for over 15 years—Andrew and I discussed five areas companies can take action on immediately.

Create and Prove Value

This is where brands are struggling the most. Improving CX metrics—such as NPS and OSAT—is admirable, but companies must link CX results specifically and thoughtfully to business-wide KPIs and financial results. During the webinar, Andrew discussed a global retailer which tied financial performance and workforce data to customer feedback. By doing so, customer experience became a scorecard for the front line: a way to show the effect of specific staff behaviors on OSAT, conversion, and sales per associate. The company found that the top 10% of locations achieved a 3% higher conversion rate—which equated to a cool $67 million annually. We can assure you this CX program is not getting cut any time soon.

Infuse CX in Everything

Often viewed as a fluffy concept, this CX mindset is anything but. And it’s not something that simply happens; it takes work, is purposeful, and strategic. In fact, according to Andrew, “Best-in-class CX companies—if you listen to their earnings calls—the executive teams are talking about customer experience.” He continued by referencing a CX executive at a global athletic apparel retailer who—over many years—has successfully developed a CX-centric culture within the brand. This kind of achievement does not necessarily happen organically and certainly not by accident; by weaving CX into hiring and training practices, and “coaching up” other executives—across all departments—he has infused the Voice of the Customer throughout the organization.

Organize for Success

Most brands are not born CX-centric. This means organizations must be agile; they must shift and flex with emerging trends and customer needs. Luckily, one of our energy clients wrote the book on this topic. In a regulated industry with literally zero competitors, safety and “keeping the lights on” have always been the company’s priorities—not customer experience. However, when the J.D. Power rankings came in and the energy provider found itself sitting in last place, the executive team knew it was time to make a change. The company called upon a cross-functional team of influencers—from powerline technicians to accountants to customer service agents—to craft a customer experience intent statement and tackle customer pain points head on. The results: entirely new departments, improved operational efficiencies, and policies that make sense for customers and the bottom line.

Leverage the Voice of the Customer

More than ever, customer feedback must be an ongoing dialogue as opposed to a one-time interrogation. This means moving beyond traditional surveys and listening to your customers wherever, whenever, and however—and in a way that makes sense for them. We’re seeing brands leverage mobile voice feedback, video, and even image recognition which allows customers to leave more authentic, rich feedback. Others brands are bringing in contextual data such as social reviews, CRM, and transactional metrics. One of InMoment’s airline clients appends up to 300 pieces of customer-specific data points to each customer feedback response. This means the company understands the impact that seat location, aircraft, food, staff, weather, travel history, departure time, and more have on customer satisfaction. VoC data becomes infinitely more valuable with this kind of detailed context.

Empower Employees

The old CX adage is that employees are either serving the customer, or serving someone who is. In other words: everyone has an impact on customer experience. Andrew shared a quintessential example of this from one of our healthcare clients. An 80-something-year-old man had an appointment at a hospital and received an exceptional experience from his care team. Yet, when he returned to his car, he found that the valet had changed the radio station. This turned a 5-star care experience into a 3-star overall experience. In a complex healthcare setting, a valet, receptionist, or cafeteria worker might not think they have an impact on customer experience, but in today’s CX-driven world, that couldn’t be further from the truth. This teachable moment proved that everyone—regardless of position—plays a role in CX. And if companies are not making their employees a part of the conversation and solution, they’re missing a major opportunity to improve the customer experience.

Taking the next (or first) step isn’t each always easy. Andrew urged webinar participants to avoid waiting for a perfect strategy, to get started today and continually refine over time, and to take pride in your incremental achievements along the way. Each “win” will help you garner more support and further prove the value of your efforts.

In Customer Success, communication with accounts can make or break the job. Upping your skills—and having the right tools to make the back and forth efficient—can help you win customers for life.  

Wootric has gathered some tips and tools to help you communicate with your customers at scale.

In the first part of this three-part series, we gave you tips and tools to help with time management. Use the time you saved to improve your customer relationships and communication processes.

Communicating with Customers

Tips:

  • Nail down specific measurable criteria/objectives in onboarding

When you start building a relationship with the client, the most important part of ensuring client success is establishing what success means to them. Oftentimes, clients come to you with large, lofty, general goals like “improve customer experience”. Create SMART goals with your customers during onboarding and establish a baseline so that you can prove to them, objectively, that your company is delivering value.

“You can focus on adoption, retention, expansion, or advocacy; or you can focus on the customers’ Desired Outcome and get all of those things.” Lincoln Murphy, co-author of Customer Success: How Innovative Companies Are Reducing Churn and Growing Recurring Revenue

  • Master telling a client “no” with grace

Nobody likes to hear “no”, not toddlers, not teenagers, and especially not adults. When you are dealing with customers, you will inevitably run into requests that you cannot and should not fulfill. It’s an unpleasant part of the job.

You can deal with this situation in a multitude of ways, and prior experience with your customer can guide you to the best method. It might be suggesting the closest alternative, or it might be providing a detailed explanation. Regardless of how you choose to tell them no, it is key to maintain your relationship with them, and maintain your position on their team, as their advocate, the whole time.

  • Listen for the “silently churning”

All too often CSMs default to listening to the clients who shout the loudest. This is a natural human response, but leaves you vulnerable to neglecting your clients who are less vocal. Just because someone isn’t complaining to you in an email or over the phone, doesn’t mean they’ll renew when the contract is up.

Maintain a pulse on your client portfolio with the help of metrics like NPS, CES, and CSAT. Surveying customers after interactions and a couple times a year will provide invaluable insight into the health of your accounts. Survey feedback and analysis helps focus on the “silently churning”, the customers who are simply disengaging instead of yelling, and helps to narrow down what actually drives their lack of enthusiasm.

Tools:

Boomerang:

Boomerang is a free email extension that lets you schedule emails to be sent, remind yourself if you don’t hear back, and take messages out of your inbox until you actually need them. Boomerang will archive your message, then bring it back to your inbox at a time you choose, marked unread, starred or at the top of your message list. You can use Boomerang as an automation tool for following up or checking in with clients, especially when you don’t hear back from them.

Text expansion apps like Text Expander:

Text expansion applications use a few basic mechanisms to make typing faster. Abbreviate blocks of text that you use often and the app will replace it with the full block of text that you assign to the abbreviation. For example, you could have the app insert “Customer Success Manager” everytime you type “csm”.

Grammarly:

Grammarly uses AI to detect grammar, spelling, punctuation, word choice, and style mistakes in your writing, offering you alternatives in real-time. Grammarly has recently been detecting micro-aggression and intent in emails, offering alternatives to help maintain professional relationships. It can also offer vocabulary enhancement suggestions for people using English as a second or third language.

Note: if you regularly use the Google suite of software, like Documents or Slides, you’ll have to stick with their autocorrect algorithms or take the extra step to upload documents into Grammarly’s own dashboard for corrections.

Doodle:

Doodle is a straightforward scheduler that helps you coordinate a time for meetings. You suggest a few dates and times for your participants. Doodle then creates a polling calendar that can be sent to them for feedback. As each person selects the dates and times they are free, Doodle aggregates the responses to tell you which option works best for everyone.

Calendly:

Calendly is also a scheduler that helps you schedule meetings without the back-and-forth emails. It has many more integrations and features than Doodle, which means it takes more getting used to, but is much more robust. Calendly takes time zones into account for each invitee and even allows you to request payments via Paypal and Stripe.

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

Six Ways Data Silos Complicate Your Customer Experience

It’s vital for your data to be accessible and stored in a way that enables your team to unearth insights efficiently and effectively. As with all things, however, this is easier said than done.

No matter the initiative or project, every effort you make to better your customer experience (CX) starts with data. Whether it’s omnichannel, transactional, relationship, loyalty, or feedback data, you need data to make informed decisions that positively impact your business.

Given it’s all-important status, it’s vital for your data to be accessible and stored in a way that enables your team to unearth insights efficiently and effectively. As with all things, however, this is easier said than done.

Unfortunately many companies still house customer data in silos, or in separate warehouses depending on data type or what vendor, app, or platform it was collected in. This practice can complicate your view of customer data, resulting in an incomplete, distorted, or even inaccurate view of your customer.

In the big picture of customer experience, this distorted view of data can be devastating, but there are even more ways that data silos can put your CX program in danger. In this post, I will break down six problems that stem from data silos, as well as the challenges they present.

1. Inability to Scale Your CX Program

As an organization grows, one would hope that their CX program would be able to scale with them. Unfortunately, if that organization is using multiple silos to store their customer data, this isn’t possible. Each silo would scale independently of the others, making navigating the CX program more and more complex as the company evolves.

2. Time-Consuming Process

The more silos, the more time it takes to compile and regulate data. In fact, a recent study showed that data scientists spend approximately 80% of their time preparing and managing data for analysis. This means that data scientists are using most of their time compiling data and only 20% of their time analyzing it for the insights that could make a big difference to their organization.

3. Excessive Costs

Multiple vendors require greater headcount to manage and operate those platforms. When the average enterprise marketing department uses 91 applications (even though many of those may not be CX-specific) supporting multiple vendors and their data silos can be costly.

4. Difficulty Sharing Information

A successful CX program depends on the ability to share data. Unfortunately, the evolving nature of CX software causes compatibility issues between different data platforms. Furthermore, any attempt at combined analysis of data silos can be difficult at best.

5. Disparate View of Customer

To get the best possible understanding of your customer and to understand how they experience your brand, it’s important to get a holistic view of your customer data. When your data is siloed, however, the insights you get will be specific to only one type of customer, area of the organization, or chapter of the customer journey, limiting the effectiveness and actionability of the insights. This segmented approach can then create a disconnected understanding of your customer journey.

6. Can’t Identify Higher Priority Issues

The segmented nature of data housed in silos also creates an inability to distinguish higher priority issues across the organization as a whole. It may be possible to determine the problems that need to be addressed within each silo, but any insights revealing issues will only represent issues for one type of customer or area of the business, not the higher order issues that affect the organization as a whole.

When it comes down to it, data silos can do more than complicate operations for your CX program. They can undermine your efforts by giving you ineffective “insights” that do not address the overarching concerns of your customer. It takes a company-wide initiative to refocus on what your customers need, and that means unifying your customer data so you have the best foundation possible for your CX vision.

To learn more about data silos, the complications that come along with them, and how a unified approach to CX could combat them, download InMoment’s newest white paper, “Customer Experience Management: The Danger of Data Silos.”

Customer Experience Trends: Is Your Personalization too Personal?

At the end of the day, you want to build a relationship with your customers, not creep them out. The balance is tricky, but understanding what your customers truly value — what elements transform a creepy experience into one of real value — is worth the effort.

In my last post, I discussed findings from InMoment’s 2018 CX Trends Report. In this annual study, we explore brand/consumer perspectives on various areas of the customer experience, which allows us to identify where there is alignment as well as disconnects in perception and expectations.

One area where we saw a significant disconnect was around personalization efforts and the requisite need brands have to mine and hoard their customers’ personal details and preferences. While brands brazenly claim they’re asking for these private bits “in an effort to improve the customer experience,” consumers aren’t so sure they’re benefiting from the exchange. In this year’s study we asked consumers and brands to tell us whether these efforts made them feel “cared for” as brands claim, or whether the result instead makes them feel “creepy.”  We put a slight twist on the questions to brands, asking on which end of the spectrum they feel their own actions lie, and the answers were fascinating.

A whopping 75% of consumers find most forms of personalization to be at least somewhat creepy, and 25% found these efforts to be very creepy. Surprisingly, 40% of brands admitted that some of their efforts were creepy, with 10% admitting they are very creepy. Kind of scary.

So what are some examples of “creepy” personalization efforts? Well, you don’t need to rely on second-hand interpretations because true to InMoment’s passion for providing forums where customers can have real conversations about their experiences, we asked several open-ended questions to understand what creepy sounds like in their words:    

  • “[The experience] was intrusive and too personal, and also presumptive about me and my wants and likes.
  • “I didn’t like being emailed about a product I had left in a cart on a website, or emailed about products I have recently searched. Also, I do not like targeted ads on websites. It feels like I’m being stalked.”
  • “[The brand] wanted me to enable/install the app to get a great in-store experience, but of course it ALSO asked for permissions to [access] my contacts, location, emails, etc. NO WAY.”
  • “I had an ex-boyfriend that lived beside a restaurant. I would sometimes take pictures of his cat. Google would immediately suggest that I upload those pictures to Google and review my experience at that restaurant.”

These comments helped us understand two things. First, consumers are keen to the exchange inequity. And second, the biggest violation occurs when there’s a crossover between the physical and digital worlds, like when they think Facebook or Instagram are listening to and then benefiting (a la targeted marketing) to their conversations.

Customers are creeped out and brands know they’re being creepy. So what? As luck would have it, our study went one step further and asked consumers not just how they felt about personalization attempts, but also what action they took when they veer into creepy. The results: 20% will leave, 22% will begin looking for another brand to serve their needs, and 31% of consumers will trash talk a brand after a creepy experience. So while the initial sting of the loss of business may not feel too painful, the compounding damage to a brand’s reputation may result in a compounding effect — kind of like throwing a stone into a pond. The damage continues to echo.    

At the end of the day, you want to build a relationship with your customers, not creep them out. The balance is tricky, but understanding what your customers truly value — what elements transform a creepy experience into one of real value — is worth the effort.  

To learn more, download the full 2018 CX Trends Report!

5 Ways to Spread Customer Intelligence Throughout Your Organization

When you spread customer intelligence across every department of your organization, something amazing happens: a CX centric company culture. With every employee doing their part to make your customers happy, you will find that customer loyalty will skyrocket—alongside your business metrics.

You’ve done it! You’ve selected and implemented a platform, compiled your data, applied advanced analytics, and now you have a great set of informative insights that have the potential to really better your customer experience (CX).

This victory is definitely one to be celebrated, but while the finish line may be in sight, discovering insights is not the end of the road. In fact, this is where the real CX revolution begins for your organization. From here, you have the incredible opportunity to make informed changes based on these insights and create the systematic practices that actually impact the business.

To get there, you need to share your new learnings throughout your organization—but how? Here are five ways to socialize customer intelligence with everyone from front-line employees to the movers and shakers of the C-suite.

1. Create a CX Cross-Functional Team to Share the Responsibility

A CX cross-functional team is a team made up of people from across your organization who oversee your company’s customer experience. It’s important for these individuals to be from multiple departments so they can discuss the customer journey from multiple touchpoints and perspectives. The meetings should be a forum where the customer is at the center; new insights and plans to act on them should also be part of the agenda. This team should also be able to make CX assignments, hold other members accountable, and report on progress.

2. Enhance the Insights to Make it Relevant to the Audience

Relevance is key to the success of CX efforts, so it is important to understand that an insight that is relevant to one department won’t necessarily concern other departments. To understand relevance, break down what is important to each individual stakeholder (whether it’s specific problems or issues they face, or outcomes that determine their success directly) and then enhance the value of insights by tying CX and business data together in a way that directly impacts that stakeholder. That way, you are putting these insights in a language that will speak directly to the people who are in the best position to act on them.

3. Leverage the Insights You Have

Sometimes you already have the answers you need. It is important to go beyond the scores and metrics in your data and utilize the unstructured data, such as comments and reviews. Combine this with real-time detection abilities and you can uncover relevant stories that can lead you to root cause (the holy grail of insights). From there, you can leverage your most valuable resource, your employees, to tie up any loose ends and solve root cause.

4. Use Emotion to Tell the Story

I know it can be a difficult thing to do, but try to shift focus away from scores or issues. When it comes down to it, people aren’t driven by numbers, but by emotions. Instead, focus on specific comments that can provide the “why” behind the emotions that drive those scores and issues. You can even introduce technology that specializes in measuring customer emotions. You can also utilize employee emotions and introduce motivators such as rewards and recognition programs to increase CX ownership.

5. Create a Proactive Communication Plan

This may be the most important of all five of these tips, because socializing requires pristine communication. One characteristic of the best communication plans is that they share insights promptly and regularly by utilizing automation. They also use a variety of methods, whether it’s meetings, emails, alerts, or other tactics. Communications should emphasize internal successes and empower data-driven action and accountability. The plan should also involve program champions from all departments, so that everyone is updated on the latest insights and initiatives.

When you spread customer intelligence across every department of your organization, something amazing happens: a CX centric company culture. With every employee doing their part to make your customers happy, you will find that customer loyalty will skyrocket—alongside your business metrics.

To learn more about how to unlock your customer data, check out this white paper on the danger of data silos.

When was the last time you completed the long survey you ask your customers to fill out? This is a painfully obvious (and obviously painful) exercise you can do to assess the customer experience of your surveys.  If the survey is long, you will probably find it a boring, tedious task to parse and answer the questions. Impatience grows as you face a seemingly endless list of attributes to assess. 

Elaine eyeroll

If this is what you are subjecting your customers to, know that you aren’t alone. Many companies are content with the status quo of traditional, bi-annual, 10+ question surveys, or they simply aren’t aware of alternatives.

But times have changed — and your customers aren’t having it.

Traditional, long surveys are a lose-lose situation

Not only do multi-question surveys have the potential to irritate customers, they have disadvantages for business as well.

 You are not hearing from enough customers.  Completion rates are abysmal. Studies show that the longer a survey is, the higher the chance of decreased, delayed, hasty or slapdash responses. So, the information you are getting from customers who are willing to run this gauntlet may not be thoughtful.  

Not hearing from customers often enough. Surveying once or twice a year means you can only react to feedback once or twice a year! In a quickly changing market, this is unacceptable. More agile competitors are going to leave you in the dust.

What can you do to solve this lose-lose situation? Modernize your feedback methodology with microsurveys.

What is a microsurvey?

Microsurveys take a well established, standardized question and use it as the first in a two-step survey. This first question can be used to measure Net Promoter Score, Customer Satisfaction Score, and Customer Effort Score, providing you with quantitative feedback. The second step then provides a way for respondents to give open-ended feedback explaining their score.

Here is an example using an NPS microsurvey shown to a customer who is logged into a SaaS application. A similar microsurvey can also be delivered via email, mobile, or SMS.

Two-step Net Promoter Score survey from Wootric

Your first reaction might be “How can I possibly get all the information I need with such a short, open-ended survey?  And, how can I make sense of all of the qualitative responses?

Let us walk you through how you can get what you need — and more.

Advantages of always-on microsurveys 

Microsurvey design looks at feedback collection from the customer’s point of view — it should be easy, fast, and relevant. The results are a significantly improved customer experience. Microsurveys provide three key benefits to you:

  • Real-time trends
  • High response rates
  • Better insights

Real time so you never miss a trend:

With support of a customer experience software platform, it becomes easy to survey customers throughout the customer journey.  You can forgo your annual survey campaign and get a on-going pulse of real-time feedback on journey points.  Shortening your surveys allows you to ask customers for feedback more often. By asking the right question at the right time, you increase the chance that an individual will respond to your surveys. Deploying microsurveys across the entire customer journey will bring you both a bird’s eye view of the health of your account and detailed, actionable insights at each touchpoint.

High response rates means you hear from more customers:

Response rates can be as high as 60% for microsurveys, and typically exceed 25%. These numbers can seem miraculous compared to the significantly lower rates that long-form surveys attain. By asking a single question in the right channel at the right time, customer are more willing to give feedback.

Better insights:

Microsurvey responses will reflect what is important and relevant to your customers. Because you are no longer leading the respondent, you will learn things you wouldn’t otherwise learn. The qualitative feedback you receive is rich with context and potential to drive your business priorities.

Now, all of this may sound good but there are still barriers to making the switch, right?

Reasons why you are still using long form surveys

I can’t aggregate survey results when feedback is open-ended!

The advantage of endless Likert scale questions is that responses on a wide range of topics and attributes can be tallied and metricized.   This makes things easier for you on the back end. However, every time a customer must chose a response from a range of values, you are putting the onus of quantification on him or her. You risk asking them to evaluate something they do not know or care about.  Response quality, completion rates, and customer experience all suffer.

A modern approach is to save your scale questions for established CX metric questions like Net Promoter Score, “How likely are you to recommend [business] to friends and colleagues?”, and take the support of machine learning technology to quantify opened survey responses.   

Today, you can take the burden of quantification off of customers and place it squarely on machine learning software. In the past, getting insights from large quantities of qualitative data has been hard, if not impossible. Technology is now available to auto-categorize all of that rich, qualitative feedback. Auto-tagging and sentiment analysis have come a long way!

For example, this dashboard screenshot shows an analysis of auto-categorized NPS feedback. Auto-tagging reveals themes in qualitative comments so you can know what promoters, passives and detractors are talking about in real time.  

Wootric Dashboard
Wootric Dashboard – Auto-categorization of qualitative feedback

I need to ask a series of questions to get important information from our customers.

Every question you add is less likely to be answered with your respondent’s full attention and engagement. Asking a single scale question and an open ended question captures high quality data that is both qualitative and quantitative.

It feels counterintuitive to open up feedback to be a free-for-all; however, customers want to tell you what’s on their mind at the time you survey them. Asking exclusively about what is important to you is frustrating for the customer. Like the saying goes, you can lead a horse to water, but you can’t make it drink.

Getting the information you want is less obtrusive if you send customers a short survey at the right time. For example, you can send an microsurvey asking about how easy a transaction was to complete or how easy a feature was to use. Customers no longer have to reach into the depths of their memory to retrieve their impressions because they just completed the task you are asking about.

Asking for feedback at touch points over time, in the right context, creates a story of your customers’ journey and allows you to see trends, just like how thousands of photos can be combined to create beautiful stop-motion animation.

Beware of using incentives to make up for poor response rates, you will find a higher percentage of “satisficers”, or respondents who select answer options quickly and thoughtlessly to get to the incentive you promised them for “completing” their survey.

Of course, there is a time and place for long surveys.

There is nothing wrong with using a lengthy survey when you really need to — and there will be times when an in-depth questionnaire is appropriate. Here are two examples:

Annual “Brand” survey. Our customers use microsurveys to keep a finger on the pulse of their entire customer base throughout the year for customer journey feedback. Some also use an annual brand survey that supplements by asking many in-depth questions. Even though response rates for this survey may be low, they know they will hear from their most engaged customers on a variety of topics. And, with their microsurvey program,  they still get feedback from everyone else.

User interviews. Product teams may conduct focus groups or interviews to get more sophisticated feedback on feature use, build out an understanding of use cases, and create detailed personas. Microsurveys such as NPS help narrow down who should be included in these focus groups and who would be open to being interviewed.

How to start? Shift your Net Promoter Score program to microsurveys.

If you want to try real-time microsurveys as a baby step towards modernizing your feedback program, use always-on NPS microsurveys as one component of your feedback strategy. You’ll still send out your long, in-depth survey to decision makers like you always have, but now with an early warning system to help you proactively keep your most important accounts.

Entelo was able to double their survey response rate with this method, using NPS microsurveys for a better understanding of customer health. The real-time feedback also meant fewer surprises and easier prioritization when it came to addressing customers’ problems.

Get the ebook, The Modern Guide to Winning Customers with Net Promoter Score. Learn how to modernize your feedback program for growth and higher loyalty.

Gathering Net Promoter Score feedback isn’t just about receiving critique and feature requests. An important growth component of an NPS customer feedback program is identifying your promoters, then engaging and activating them for upsell, referral or advocacy. But there is another benefit to identifying promoters — the feelings you get from their verbatim comments–gratification, inspiration, motivation, and satisfaction!

Promoters that are finding value in your brand can give some incredibly uplifting compliments that boost morale and provide a sense of pride for employees.

We’ve gathered some example comments from SaaS companies that use Wootric software to measure Net Promoter Score, analyze trends, and close the loop with their customers. Each company provided a screenshot of a favorite promoter comment from their InMoment dashboard.

Imagine how the team at presentation software Slidebean felt when this NPS survey response appeared:Slidebean NPS Promoter Comment

The stellar customer service at point-of-sale software Revel Systems is what got this promoter excited:

The team at video coaching platform Sibme was stoked when they read this:

This NPS response gives mortgage software company Maxwell props for their customer-centric culture:
Maxwell NPS promoter response

This kind of feedback contributes to feelings of accomplishment and meaning for employees, leading to more engagement and a happier work environment. Research done for the UK government showed that companies with a highly engaged workforce see a 19.2 % growth in operating income over a 12-month period. Additionally, companies with an engaged workforce grow profits up to 3X faster than their competitors.

With this comment, the whole team at e-signature software Signable can see the value they are creating for their customers:

Make sharing customer comments part of your NPS program

To get the most out of your NPS program, share your NPS along with select verbatim feedback across your entire organization. This provides context to your metric. Sharing customer requests and frustrations is a great way to create urgency around service and product improvement. It makes the problem less abstract and gives employees an emotional connection to the work that needs to be done.

In the same way that you would share constructive critique, make it a habit to share promoter comments. This provides you and your employees with the opportunity to celebrate the things you’re doing right and makes it real. When specific teams or individuals get mentioned, reach out to them and share. It is a great way to let them know they did an awesome job! It’s always great to feel appreciated and acknowledged.

Make sharing promoter comments easy by:

  1. Sharing it on a Slack channel – with Wootric’s free integration with Slack, you’ve got an easy way to spread the joy from reading promoter comments. Tag folks who were involved with different steps that culminated in the customer’s compliment and give them a pat on the back!
  2. Gathering the superstar comments to share at an all-hands meeting or Board meetings, along with your NPS score. This not only gives people the numbers they want to see, but also provides the story behind the number.
  3. Featuring promoter comments in your newsletter – whether it’s an employee newsletter or a customer newsletter.  Sharing positivity from customers makes everyone feel listened to and appreciated.

Having comments feed into Slack here at Wootric has helped us to monitor customer sentiment in real-time and keep everyone in the company close to our customers’ experience. Any issues are dealt with quickly, and promoter comments like these get everyone excited.

Promoter comments are a win for everyone

The Net Promoter Score system is a proven way to drive growth, and it is a delight when you get comments like the ones above. It is a positive feedback loop that creates more value and positive experiences for customers and a supportive, enjoyable work environment that encourages engagement for employees.

And to our own customers, know that we truly appreciate the time and thought that goes into every survey response you give us! We are listening. 

Build an army of promoters.
Sign up for free in-app NPS with InMoment.

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

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

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

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

Where Facial Recognition Technology Provides the Most Value

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

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

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

Understanding the Journey

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

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

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

Personalizing the Experience

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

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

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

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

Anticipating their Needs

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

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

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

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

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

Two Step in-app NPS Survey by Wootric

Round Up a List of Prospects

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

What is your goal?

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

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

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

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

Questions

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

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

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

  1. Which channel do you want to start with?

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

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

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

  1. When will you survey your customers?

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

Relationship Monitoring

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

Checking in at Journey Points

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

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

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

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

More to Consider

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

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

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