I've been posting recently on "Customer Feedback Action Management". My thought is that by better managing feedback based actions, enterprises can do a better job of "Closing-The-Loop" with customers.
What I've found in discussion forums, personal contacts with experts in the VOC field, my survey on the subject and my personal experience is that the "Managed Alert" process that most companies use is really insufficient to ensure that the feedback loop gets effectively closed. And, that the managed alert is more of a beginning of the action management process rather than a process unto itself.
To be sure, certain types of feedback can be effectively managed using a CRM case management based process. Examples are product or service complaints, low satisfaction or loyalty scores, expressions of desire for more products/services, etc. Things that are, by definition, resolvable by front-line (Sales, Support, Administration) or near front-line staff (their management). These staff tend to be daily users of the CRM platform and are able to incorporate "managed alerts" follow-up into their daily activities.
Where the CRM based process seems to break down is when loop-closing requires input from non-front line parts of the business. Some examples might be contract terms the customer doesn't like but which the finance department insists upon. Who closes that loop? And how? Other examples: Product capabilities desired but not yet available, Needs for services that aren't offered, needs for solution integration or partnering with other entities. These are issues that require a management decision or action and that take time to implement and communicate back to the customer. But, in truth this type of feedback occurs regularly yet is hard to pull together and act upon. And, these are just some examples which I can think of or have heard of. I'm sure there are others.
One of things I'm finding in my research is that in addition to the hard-to-manage feedback I've talked about, a percentage of "alerts" that get entered as "closed cases" are improperly "closed". Another is determining if the action taken, and which "closed" the case, actually had an impact on the customer who provided the feedback.
A couple of thoughts occurred to me about how to validate the effectiveness of "loop-closing" activities.
My first thought was, why not simply re-survey everyone who responded to the original survey? As it happens, some advanced organizations already do this. It seems to me that asking a couple (2-3) of follow-up questions within 30 days of a survey being responded to would be a good idea. Especially for certain categories of feedback like: service or billing problems or expressed need for more or updated products/services, but in just in general to get a sense from customers about their perception on the effectiveness of loop-closing actions.
My second thought was why not survey the employees who are assigned loop closing actions to see how they perceive its effectiveness. It seems to me that it would be useful to learn quickly if staff feels they were able to really "close-the-loop" on an instance of feedback, or if they feel they were unable to address the issue effectively.
A third thought: Does it make sense to cross reference the results of both follow up surveys to see if any expressed issues were being highlighted by both customers and employees as being a challenge to get the loop closed on.
I'm sure there are other issues with managing actions to close-the-loop on customer feedback.
Wednesday, December 29, 2010
Monday, December 20, 2010
Issues vs. Cases for managing Actions on Customer Feedback
Sophisticated enterprises have long employed “Case Management” within their Customer Relationship Management (CRM) platforms to document and resolve customer support / service issues. But, today many of these organizations also use CRM Case Management to manage customer relationship feedback. The question is: Should they? And, is there a better way to structure the action management process spawned by customer feedback?
Most Enterprise Feedback Management (EFM) systems can generate an e-mail “Alert” based on input from customer survey respondents. The the most obvious way to “manage” these alerts is to create “cases” in the CRM system, where the system then assigns tasks to relevant people in the enterprise – usually in sales and support.
It seems to me that CRM based Case Management is inefficient for managing customer feedback driven actions. Though certainly some customer feedback should spawn a "Case".
First of all, a lot of survey based customer feedback doesn’t really require management with a “Case”. It may only require a simple follow up call or e-mail from a sales representative, or an accounts receivable clerk. An EFM system “Alert” that creates a task or event which is then tracked and managed probably would be more effective as well as less a costly approach. Especially since significant parts of an organization (accounting?) may not even have access to, or be trained on, the use of CRM systems.
Secondly, there is the difficulty of changing customer surveys after they've been integrated into the CRM system. This "hard coded integration" of customer surveys makes changes (a necessity as the business changes) complex, expensive and driven by the information technology organization. An exact opposite approach to how customer feedback management is typically deployed.
Is there a way to create a simpler, less expensive and more flexible process for managing customer feedback driven actions? I think there may be. And, the technology is called Issue Management. Issue management currently is mainly employed by software engineers for managing the change process for software during development. It is a “Case Management Lite” approach both from a technology as well as a cost perspective.
There are a number of low cost commercially available issue management systems that I believe would work well as action management tools, if integrated with EFM systems. The cost to achieve a fully managed “closed loop” customer feedback process using this approach would be much lower than it is today, in the neighborhood of $20,000 per year versus the current cost of $50,000 and up (sometimes way up).
Most Enterprise Feedback Management (EFM) systems can generate an e-mail “Alert” based on input from customer survey respondents. The the most obvious way to “manage” these alerts is to create “cases” in the CRM system, where the system then assigns tasks to relevant people in the enterprise – usually in sales and support.
It seems to me that CRM based Case Management is inefficient for managing customer feedback driven actions. Though certainly some customer feedback should spawn a "Case".
First of all, a lot of survey based customer feedback doesn’t really require management with a “Case”. It may only require a simple follow up call or e-mail from a sales representative, or an accounts receivable clerk. An EFM system “Alert” that creates a task or event which is then tracked and managed probably would be more effective as well as less a costly approach. Especially since significant parts of an organization (accounting?) may not even have access to, or be trained on, the use of CRM systems.
Secondly, there is the difficulty of changing customer surveys after they've been integrated into the CRM system. This "hard coded integration" of customer surveys makes changes (a necessity as the business changes) complex, expensive and driven by the information technology organization. An exact opposite approach to how customer feedback management is typically deployed.
Is there a way to create a simpler, less expensive and more flexible process for managing customer feedback driven actions? I think there may be. And, the technology is called Issue Management. Issue management currently is mainly employed by software engineers for managing the change process for software during development. It is a “Case Management Lite” approach both from a technology as well as a cost perspective.
There are a number of low cost commercially available issue management systems that I believe would work well as action management tools, if integrated with EFM systems. The cost to achieve a fully managed “closed loop” customer feedback process using this approach would be much lower than it is today, in the neighborhood of $20,000 per year versus the current cost of $50,000 and up (sometimes way up).
Wednesday, December 8, 2010
Commentary on Temkin's 8 Customer Experience Trends for 2011
I closely follow Bruce Temkin's Customer Experience Matters Blog (http://experiencematters.wordpress.com/). Earlier this week Bruce posted some updated thoughts on his report - 8 Customer Experience Trends for 2011. Since I'm on an Action Tracking and Management thought path these days, I immediately interpreted his blog post through that prism.
When looking at Temkin's eight trends and reading his more recent remarks, what struck me was how closely related all eight are to the concept of taking action on customer feedback. And, especially so for the first four:
- Customer Insight Propagation. Why propagate customer insights unless you're trying to facilitate action taking?
- Unstructured data appreciation. The purpose of doing a better job understanding unstructured feedback is again, is to generate actions.
- Customer Service Rejuvenation. An action in and of itself. Designed to facilitate imporoved action taking on feedback.
- Loyalty Intensification. Which relys almost entirely on actions taken on customer feedback to produce the loyalty level changes business executives seek.
So, are companies deploying solutions or process improvements for acting on and managing customer feedback data streams? Except in certain processes - mainly customer support - the answer seems to be mostly - No. Outside of CRM supported transactional feedback, it seems to me that enterprises generally don't have systems in place to accumulate, propagate, assimilate and act on the myriad types of feedback they get. Some of which will be rapidly increasing in volume over time.
Doesn't necessarily bode well for a lot of the spending these companies are going to be doing within the 8 trend areas.
When looking at Temkin's eight trends and reading his more recent remarks, what struck me was how closely related all eight are to the concept of taking action on customer feedback. And, especially so for the first four:
- Customer Insight Propagation. Why propagate customer insights unless you're trying to facilitate action taking?
- Unstructured data appreciation. The purpose of doing a better job understanding unstructured feedback is again, is to generate actions.
- Customer Service Rejuvenation. An action in and of itself. Designed to facilitate imporoved action taking on feedback.
- Loyalty Intensification. Which relys almost entirely on actions taken on customer feedback to produce the loyalty level changes business executives seek.
So, are companies deploying solutions or process improvements for acting on and managing customer feedback data streams? Except in certain processes - mainly customer support - the answer seems to be mostly - No. Outside of CRM supported transactional feedback, it seems to me that enterprises generally don't have systems in place to accumulate, propagate, assimilate and act on the myriad types of feedback they get. Some of which will be rapidly increasing in volume over time.
Doesn't necessarily bode well for a lot of the spending these companies are going to be doing within the 8 trend areas.
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