John Goodman (Vice Chairman, CCMC, Customer Care Measurement & Consulting, Customer Care Measurement & Consulting)
Date: Tuesday, October 28
Time: 12:30 pm - 3:45 pm
Pass Type:
Premier Pass
Track:
Revolutionize the Experience
Session Type:
Workshop
Vault Recording: TBD
For most organizations, Voice of the Customer (VOC) means surveys and complaints. Both sources are routinely challenged by skeptics because the data represents only a small percentage of the customer experience. Over the past decade, CCMC has perfected a series of best practices for extrapolating these data sources to the marketplace, as well as integrating them with operations and quality data to create a unified picture of reality that is readily accepted by skeptics.
This integrated data can be used to create a compelling business case for change both within the contact center and across the company.
Within the contact center, data can be used to:
• Enhance response guidance for specific issues for both CSRs, FAQs and, where appropriate, AI driven Chatbots.
• Identify opportunities for creating delight
• Identify opportunities for enhanced contact center and website support by other functions such as supply chain, logistic and product management/marketing
• Create an economic model of the payoff of enhanced responses
Within the rest of the company, the data can be used to enhance:
• Product management, product development and line extensions
• Supply chain, manufacturing and operations as well as logistics.
The approach is simple but not easy. Steps include:
1. Enhancing the data sources via better survey response rates and representativeness via a series of operational improvements including offering granular issues and an enhanced invitation and more accessible complaint channels and messages. – Encouraging complaints!- “Gasp!”
2. Extrapolating complaints and contacts to the market using the multiplier (how many issues exist for each one reported.)
3. Tying the above two data sources directly to analogous operations data describing how many customers have encountered the issue.
4. Creating a conservative but compelling economic model including loyalty, word of mouth and sensitivity to price.
5. Educating executives of four key aspects of customer behavior that are counterintuitive.
A simple example would be a delivery company that has a container including 300 packages that misses a connection. Operations data identifies the volume of issues. 30 received surveys identify damage to loyalty and word of mouth and 50 complaints identify emotion and behavior. The operations data noting that 300 customers had problems is credible to skeptics. This data is supplemented by the data on damage to loyalty and word of mouth from the surveys and complaints. The combined, unified picture is immensely more compelling than any one of the data sources. A critical requirement is a unified classification scheme. AI can assist in this effort.
John Goodman will first provide the background research and basic methods. Then participants will each identify and present one issue in their company where they need a better VOC business case. Each table will then brainstorm an approach to enhancing each data source as well as creating a business case acceptable to the skeptics and Finance.
As each table presents, Goodman will provide critique and commentary on how the VOC and business case can be strengthened. Given his experience with over 1,000 organizations, he brings experience in literally any industry which attends.
Takeaway
Attendees will leave with:
• Basic parameters from research for both B2C and B2B (and non-profit) organizations which can be used to start building a business case
• 10 best practices for improving survey actionability and response rates
• An elegant method for integrating multiple data sources into an agreed-upon reality.
• Guidance on how to achieve the first small success that leads to ongoing continuous improvement,
