I was invited to speak at a recent event held by Steria. They were hosting a Customer Engagement themed event for retailers. I chose to share some ‘customer insight interpretation’ stories under this heading. It’s an area in which Steria has a growing team of experts. One of their brilliant analysts is Gerard Crispie. I’ve known Gerard for years. He has a similar view to me when it comes to how to leverage customer feedback effectively. Many years ago we worked together on a Building Society brand where he helped me understand the difference that can be achieved between capturing insight and being insightful with what you capture. I’ve since discovered this is a key difference between leading customer orientated organisations and those who aspire to be. I summarise those lessons from Gerard as follows:
- Be reliant on the people involved in developing the feedback technology, not the technology itself
- When capturing customer feedback, cast the net wide and look under stones (don’t rely on the ‘we’ll get what we need from 60% of feedback’ philosophy – you won’t)
- Always leave the mic set to ‘on’, you never know when you might hear something insightful
- It’s data – so be agile in your interpretation, not binary
Fast forward 15 years to the present, and at Lexden we now work with major brands to set-up and deliver end-to-end customer experience programmes and other customer strategy requirements. But I still find these lessons being missed. Perhaps the customer research team are focused too heavily on building structured and efficient voice of the customer programmes, only to provide board level KPIs? Or devise tracking studies to provide evidence that a specific customer touchpoint is impaired by a broken process, so they can justify investment to fix it? Whilst all very heroic, and often necessary, it will never transform a business into a natural customer-driven organisation.
To achieve this you need to look for feedback which is less obvious in its meaning. It’s in these margins that you can find the gold that allows you to understand ‘why’ an expectation from a customer is important, or how your customer experience can be differentiated from others based on your brand positioning rather than your service provision. However, it is in this muddled, messy and often confused space where Gerard and I find most fortune for clients.
To get to these riches requires great people, great listening and interpretation skills, and the ability to put a metaphorical microphone in front of customers when it doesn’t really belong there. That way you might hear something of real interest. Capturing insight which falls outside the boundaries of an organised customer research feedback programme will allow the business to hear new conversations (or gripes) and lesser discussed topics.
With this in mind, for my talk I chose examples which highlight why it’s important to think beyond the structured Voice of the Customer programme if a business is really serious about using customer feedback to shape its decision-making, and not just validate what it probably knows already.
Case #1: The general insurer who needed to see tears before it was convinced it had a problem
The customer experience team for this leading general insurer shared wave after wave of well presented VoC results at the board meeting. But despite the evidence showing that the claims process was letting the overall customer experience down, the programme didn’t allow enough flexibility to prove why. The customer experience team knew that the problem was that the business saw the vehicle as the customer, but they had also sold in the VoC programme as THE voice of the customer. The programme didn’t highlight this so they couldn’t get the board to understand what changes were needed.
They resorted to a drama to highlight the crisis. The customer experience team hired a professional to buy a car, insure it, create a low impact crash, be left stranded and then make a claim to be recovered. The individual videoed the entire episode. Including the sales rep on the phone thanking him for his valued custom and confirming the ‘customer matters’, the recovery wagon picking up the car after the crash, and leaving the man alone at night for a second vehicle to collect him – the recovery driver’s contract was to ‘recover and repair the car’, not the passenger.
The customer experience team took the video to the next boardroom rather than the VoC study. Maybe it was the content, maybe it was seeing the fear of the scared customer stranded at night, maybe it was the Blair Witch Project style filming, but whatever it was it worked. For the first time the board agreed they had a problem – the car was seen as the customer, not the driver. No thanks to VoC, the customer improvement was then commissioned.
Case #2: The utility company who listens to customers to shape the company’s future as well as the current business offer
VoC programmes typically track key interactions between the customer and the organisation. These are mainly focused on what is currently experienced or reaction to proposed changes to the brand, product or service. But one major UK utility company has created a shadow customer board as well. So rather than just hear what isn’t working in terms of product and service experience, they share with customers their strategic endeavours, critical business decisions and the commercial impact of customer experience improvements. Whilst VoC helps them understand how well they perform for their customers today, the shadow customer board helps them shape their future based on their customer’s expectations.
Case #3: The bank who lost business by listening too strictly to the Voice of the Customer
This well established national bank noticed, through it’s AUM figures, that maturities of a particular investment product were not being managed, meaning customers’ funds were automatically transferred to a low-interest savings account. This meant that the investment team lost out on valuable x-sell opportunities. The VoC programme identified that a call prompted by a maturity letter was the key ‘moment of truth’ to retain the customer’s investment. So the bank set up a team to make calls to inform customers of their options, including a new investment.
With the trial underway, results started to show a change of events. They noticed that whilst some money was transferred into a new investment and some rolled over into the savings account, 30% was cashed in! A worse outcome than before they were led by VoC. Why was this? What VoC didn’t track is that many customers didn’t see that this was the key MoT or the end of the journey. Instead, customers unhappy with their options, triggered by the call, contacted the branch where they originally took out the investment. The branch advisers, with no incentive to retain the customer’s investment or awareness of the investment team’s trial, helped customers close their accounts.
The investment team contacted the branches and found out what was happening. They then realised how VoC had misled them. The key is to widen the ‘stakeholder impact reach’ when journey mapping, to avoid internal audiences being left unaware of the impact of their actions. Once spotted, the investment team trained a few branch staff to cover regions advising customers of new investment opportunities. The 30% reduced and the investment retention returned.
Each case proves that whilst VoC is a key customer experience tool, helping to inform the business, over reliance on it can blind side the business from the even more important customer irritants and opportunities. Keeping agile and open-minded is key to listening to customers and allowing their influence into the business. A characteristic I now associate with world-class organisations. Connecting with Gerard again has reminded me where my understanding of this originated from and we believe connecting with Steria will give Lexden the opportunity to apply this for more clients at a world-class level too.
Lexden is a Customer Strategy Agency. We put customers at the start and the heart of the business strategy.
We work with brands to attract and retain happy customers. We achieve this by helping them to understand what makes their customers tick, building memorable customer experience strategies and creating engaging customer value propositions.
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