In Tip #6 I wrote about the four reporting layers and what kind of information different organization layers require. In this post I am going to focus in the most heterogeneous and complex layer, the managers.
Managers analyze customer feedback from "their" perspective. Often this view is touchpoint or function specific. Their job is to extract actionable insights that enable them to improve their own department’s performance. Your job, as a CX professional, is to analyze the whole customer experience .
It is easy to define the customer journey from top down: you plot the different touchpoints and set them in chronological or some other logical order. It is much harder to monitor and measure how different touchpoints are performing.
Organizational layers like to consume information in different ways. Executives like static reports with KPIs. Managers need a dashboard with signals about problems or opportunities and the ability to dig deeper to find out the root cause for those issues. Frontline employees just want to get their jobs done. Analysts need to dig deep to detect weak signals, emerging trends, and do predictive analytics. That is why the reporting tools and the level of information in them need to be different for each organizational layer.
Everybody knows that loyal customers are more profitable. But it is difficult to improve loyalty without the ability to prioritize customer experience improvement efforts. For this you need to know what customers are talking about.
Jeanne Bliss wrote a blog post in 2014 about the need to create uniform categories for reporting. The benefits of systematic and uniform categorization are obvious but yet still today very few companies categorize their customer feedback uniformly.
The only way to manage verbatims is to systematically, relevantly and consistently categorize every single open-ended comment into one or many categories. This categorization needs to be uniform across the organization otherwise the feedback cannot be used in top management reporting (Tip #5).
Extracting actionable insight is difficult. It takes quite bit of work but mostly it requires thinking and planning. One of the most important things you need to do is to design CX databases.
You, a CX professional, need to own this data. Don’t let BI or IT people set restrictions. Making compromises will greatly hinder your ability to do your work well. Good data is paramount!
At Etuma, we have analyzed hundreds of different feedback processes and formats and seen what works and what doesn’t work. For a feedback analysis company, we have become surprisingly expert in the process of gathering feedback. We have learned how to design a survey process that both maximizes the volume of open-ended feedback and provides concrete actionable insights.
Up to now, text analysis results have mostly been presented in the form of word clouds, but there are many other, often more powerful, ways to visualize the analysis results.
I am using a grocery store chain that has six stores in this example. They are running a Transactional Net Promoter Score survey process.