From Fizzback’s experience one of the most important parts of developing and implementing a successful CEM programme is having support across the whole of boardroom. Customer feedback used to be merely the realm of the insight team, but companies must move away from this traditional and outdated idea. Customer feedback is not solely about measuring the satisfaction of your customers but about using rich data and information to drive performance improvement, and this starts with the board.
Let me give a brief snapshot of how information can be shared and utilised by other departments around the business:
• Retail Director: The retail director can quickly assess which stores are achieving the best results across continents, countries and regions. By highlighting top performing regions and stores the director can praise and produce accurate sets of best practices to use throughout the whole business. In a similar fashion, low performing stores can be offered training and guidance.
• Call Centre Director: Call centre directors can easily compare and contrast different call centres within the business. The director can even drill down to a single agent to find the best and worst performers within the whole business. They also have the ability to compare performance of their outsourcers to in-house operations.• Operations Director: Operation directors have the ability to use the voice of customer to drastically improve operational efficiency, reducing costs and saving the business thousands if not millions of pounds and dollars. Coupled with this previously unknown issues within the organisation can be brought to attention.
• Customer Service Director: Customer service directors can vastly improve customer loyalty by creating teams tasked solely with recovering dissatisfied customers. By having alert systems in place to pinpoint and communicate information about dissatisfied customers to relevant team’s, negatives can be transformed into positives.
• Marketing Director: The marketing director will have access to deep insight into the perception of the brand and can view in real-time how customers react to certain promotions, re-branding or any other marketing initiatives.
CEM programs cannot survive and drive real business change without board level support. Once this is in place the information needs to be shared and spread throughout the whole business, filtered down through each specific board member, each who owns their own part of the program, enabling them to act and drive improvement and cultural change.
Tom Lynam
For more info on Fizzback please visit www.fizzback.com