This article is fourth in a series describing 10 unique characteristics of customer experience relative to well-known concepts such as customer satisfaction and retention. This week week Lynn Hunsaker looks at 'dynamic' - how customer experience evolves with the customers’ context.
- More vivid than traditional surveys:
The last time you asked a new friend what they thought of something you did, you probably were intent on their body language as well as their words. Everyone knows that most of communication is nonverbal — upwards of 80%. Additionally, up to 95% of thought, emotion and learning occur in the unconscious mind. Yet most techniques for capturing the voice of the customer tend to focus on verbal mechanisms. We typically measure conscious, verbal aspects of specific product and service elements. As Gerald Zaltman explains in his book How Customers Think, metaphor-based research — along with techniques like paired item response latency, stories, and consensus mapping — have paid dividends for savvy companies like BofA, DuPont, Glaxo Wellcome, Hallmark, HP, Immunex, Mercedes, Motorola, P&G and Samsung, among many others. The only glitch is that this type of research is usually limited to applications in marketing promotion strategy and innovation of products and services — why not take these extremely valuable insights and apply them to your customer sentiment monitoring (e.g. satisfaction surveys, customer experience measurement)? A picture’s worth a thousand words, and for gaining a true understanding of the customer’s world, it’s worth its weight in gold.
- More broad than traditional surveys:
When you zero-in on a choice (i.e. make a purchase), you may go through a lot of steps that are less visible to others. And your expectations are often influenced by transactions and impressions from completely different products and services you use in all aspects of your life. Avoid the temptation to design your surveys based on your own brainstorming, or using leading-questions for customer confirmation of your survey design. A more holistic understanding of your customers’ world can lead to highly rewarding customer experience innovations, such as home delivery of groceries, store credit for returning printer ink cartridges, and Apple’s revolutionary iTunes along with the initial launch of its iPod. Social media usage is recommended by two-thirds of U.S. consumers to identify service and support issues, according to the CustomerThink June 2009 survey. Customer complaints, ethnography (observation research), and unsolicited comments to sales and service personnel are also extremely valuable in gaining a uniquely valuable understanding of the customers’ world for sustainable differentiation.
- More colloquial than traditional surveys:
When you give feedback to your friends, you use your own words. Let customers use their own words, too. If you’re afraid that customers are unable to articulate their needs, or that they lack sufficient sophistication to speak meaningfully about things that will help you innovate and improve your processes, read the preface in the book What Customers Think; you’ll find out how to reframe your approach to access truly valuable insights. Make a point of conducting periodic thorough research with the techniques described above, and then adapt your quantitative monitoring surveys to items and phrasing identified in the customers’ world, rather than making customers adapt to yours. Then you can either train your organisation to adopt customer phrasing, or you can translate customer phrasing into your industry jargon for internal use.
You expect your feedback to be acted upon. Nothing is more disillusioning than to feel ignored. Yet two-thirds of voice of the customer (VoC) programs are limited to pure data collection, reports the Temkin Group’s Assessing the Maturity of Voice of the Customer Programs (study of 199 companies in September 2010). Their handy two-page self-assessment tool is a great guide toward VoC maturity across four stages: collecting data, analysing data, collaborating cross-functionally for continuous improvement, and transforming business-as-usual to truly customer-centric operations. Although many companies have diligently monitored VoC since their launch of total quality management in the 1980s, the Temkin Group survey revealed that only 57% of large North American firms have a formalised VoC program. And only 5% are in the highest maturity Transforming stage! Action-oriented customer listening is the only way to make great strides in improving customer experience, differentiating it as a competitive advantage, and reaping ROI for your VoC efforts — ROI both from your perspective, and your customers’.
- Sensitive to circumstances:
To stay in a relationship, you want your expectations to be respected and anticipated. Market segmentation strives to customise the marketing mix to homogeneous customer groups. Yet typical demographic, psychographic or behavioristic segmentation approaches do not always reflect customers’ experience viewpoint. Expectations management is the key to long-lasting relationships of any kind, and expectations differ more by the circumstances that trigger a customer experience journey. For the past decade, the innovation community has advocated this approach, citing excellent results. Start with the customers’ world research described above, customer personae can be developed based on customer experience circumstances that yield varying expectations. GE Healthcare presented an excellent example of customer experience segmentation in a recent webinar. Share your customer experience personae far and wide throughout your organization. Circumstance-based segmentation yields customer experience personae that aid organisation-wide understanding and decisions in more accurately and profitably catering to customers’ expectations.
Other stories in this series:
About Lynn Hunsaker
Lynn Hunsaker, Customer Experience Transformation Strategist, is head of ClearAction, Marketing Operations Partners, and the Marketing Future Forum. She has developed and led customer experience transformation for more than half of her career, as Voice of the Customer Manager, Strategic Information Manager, and Market Research Consultant, and in executive roles such as Head of Corporate Quality and Director of Marketing & Business Development at Fortune 250 companies.
Clients include Accountants Inc, Adecco, Adobe, Allegion, Anritsu, Applied Materials, Bankers Fidelity, Cadence, Cementos Progreso, Cementos Progreso, Cisco, Critical Software, Deltek, Direct General Insurance, FormFactor, Hootsuite, Hospira, Ingersoll Rand, Kaiser Permanente, LexisNexis, Merck, MicroWarehouse, Moo, SHRM, SunPower, Thomson Reuters, Valin, Whataburger, and others.
Lynn is past president of Silicon Valley American Marketing Association and she has taught marketing, advertising and business courses for 5 years at UC Berkeley Extension, Mission College and San Jose State University. Lynn earned psychology and marketing degrees at BYU and an MBA at Vanderbilt University. She is a Certified Marketing Manager, Certified Quality Manager, Certified Myers-Briggs Type Indicator Practitioner, and Certified Customer Experience Professional.
She is a top-10 CustomerThink author and she has written three handbooks: Metrics You Can Manage For Success, Customer Experience Improvement Momentum, and Innovating Superior Customer Experience. She designed and conducted the world's first global B2B customer experience management practices study for 5 years, and she led the world's first marketing operations practices study.
Lynn's Customer Experience Excellence course was the first to be recognized by CXPA as an Authorized Resource & Training provider for its Certified Customer Experience Professional (CCXP) exam. She has served as a CXPA CX Expert panelist and as a co-chair of numerous CXPA committees.