Call Center Management Featured Article
Approaching CX, Marketing & Sales More Holistically and Successfully
Always-on, and, thus empowered, consumers have prompted businesses to direct more energy on improving customer experience. But improving customer experience means different things to different people. However, there are some general things to consider as you formulate and execute your CX strategy.
The first is to listen to your customers, and let demonstrate that through word and deed. Whenever you have a chance to interact with customers, take note of their concerns and suggestions. Let them know you appreciate their feedback.
If they’re contacting you about a problem, let them explain the situation. Ameyo suggests you start with a brief acknowledgement of their frustration, and then let them know you’re going to find them a solution. It also doesn’t hurt to end every conservation by letting customers know you appreciate their business.
Use sentiment analysis to identify customers who are especially frustrated or satisfied. That way, you can quickly move to help the upset ones to avoid churn. And you can figure out what worked well for the happy ones so you can move to duplicate similar experiences.
Voice of the customer efforts like surveys also can be very useful, says Salesforce.
But don’t rely on VoC initiatives alone, as what people say doesn’t always align with their behavior. So supplementing surveys and similar work with ethnographic research is recommended. Ethnography is the practice of describe and explain different kinds of people in an empathic way that works to eliminate preconceptions, as Thrive leader Jonathan Dalton explains.
Of course, improving customer experiences will require some investigation both externally (with customers) and internally (related to your own people, processes, and technologies). So it’s important that in setting CX strategy you consider all aspects and departments involved in the customer experience. That includes everything from customer service, marketing, and sales to finance, human resources, and the IT team.
Edited by Maurice Nagle