CLV is a great way to keep track of your customers’ overall perception of your brand, but it can also serve to signal gaps in the omnichannel customer experience, revenue you may be leaving on the table, improvements that can be made in marketing, and more. In order for your team to make the most of this valuable metric, you will need to know both what it is and precisely why it should be used.

Customer lifetime value use cases

Customer lifetime value is the kind of metric you should turn to if you are unsure of the cost you would incur in attracting or retaining customers and would like to ground your strategy in the knowledge that your efforts would produce tangible profits. For instance, CLV can clarify how much money you can expect to make from a single customer (or a highlighted group of customers) over a given period of time. This makes adjusting marketing and retention efforts easier as you can avoid overspending for limited ROI.

Another way that you can use CLV to better your business is by dividing your user base into segments and identifying your highest value customers. Once you have identified the customers who represent the bulk of your business’s annual profits, you can better adapt your business practices to favor them instead of engaging in unnecessary spending to attract customers that do not deliver the kind of revenue your company depends on. CLV’s utility extends beyond basic budgeting concerns, though – you can also leverage insights gleaned from your CLV figures to focus on products your customers want most. Consolidating product lines in this way to match the most prominent interests of your customers can make a big difference in your business’s performance.

Why measure customer lifetime value?

CLV may appear to be closely related to other metrics, such as net promoter score (NPS) and CSAT (customer satisfaction), on the surface. However, since it is based on concrete figures and revenue instead of the opinions implied by net promoter scores and CSAT measurements, CLV can contribute precise insights into the real impact different customer segments have on your company’s performance.

CLV can be used to determine not only which customers are creating the most revenue for your business, but also whether the lower value customers cost more to keep or acquire. These details are critical for strategizing your company’s future development.

How to boost customer lifetime value

Driving better CLV results comes down to balancing improvement with customer communication. Customers will respond to well-executed product and service improvements favorably in many cases, so long as you take the time to communicate such improvements to them.

Improvements can be introduced at nearly any stage of the customer journey to boost CLV. For instance, simplifying your returns policy, setting up a rewards program, or even simply keeping in touch with your customers over the long term with relevant offers and upsells can make a noticeable difference in customer lifetime value.

Using customer lifetime value for call centers

CLV has its place in any organization, including within the scope of a call center’s operations. There are numerous facets of a business’s operations that call centers and contact centers support and CLV can be applied across many of these to provide critical insights into the call center’s overall performance. The customer-facing support side of call center operations alone benefits greatly from the use of CLV to help determine whether customers are satisfied with the level of service or quality of the product they have received. For example, high retention costs caused by a multitude of support requests could suggest a change in service or product design is in order.

Customer lifetime value makes keeping track of the total value derived from your current customer base much more straightforward. By using this metric correctly, you can keep your organization on the right track towards sustainable growth, rooted in the interests of your most valuable customers.

Guest blog post written by Callminer. To learn more about this topic and others, visit our events page to check out upcoming events.

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The Current Landscape

While society is beginning to recover, our collective “new normal” is still unstable especially in the workplace. Given the war for talent, employees are empowered with the majority opting for better work-life balance, whether that’s remote work, scheduled hours, or shift preferences. Employers are facing far-reaching challenges related to their contact center workforce that include:

• Difficulty hiring strong talent
• High attrition
• Effectiveness of onboarding and ongoing development
• Agent engagement

Meanwhile, customers continue to voice their preferences after being forced through a self-service funnel during much of the pandemic. They prize greater self-service options, proactive issue resolution, personalized service, and are actively engaging with newer technologies like chat, video, and social media.

Contact centers must now balance a new employee dynamic (operating with lean staff and fewer onsite agents) with customer demands (as call volume, hold times, escalations, and difficult calls surge).

What’s a Business To Do?

In these turbulent times, how does a company navigate a transformed contact center landscape that must adapt to new challenges and demands … from both employees and customers?

Simply put, the organizations that prosper will connect the experiences of customers and employees to understand the cross impact and subsequently drive improvement, identify best practices, and spur business growth.

Collecting customer and agent feedback, giving employees a platform to share ideas, forecasting customer needs, capturing compelling data from both, and using the right dashboards to connect the data will give businesses the following advantage:

The strategic creation of a holistic picture that gets the right data to the right people at the right time to drive meaningful change

Where to Start

Numerous organizations are talking about the importance of connecting employee and customer experience to build an effective hybrid contact center workforce. However, these discussions are still in the early stages with many unsure exactly where to start or how to do it.

#1:  Understand & Connect; Then Address

Actively listen and frequently ask. Frontline agents are a treasure trove of information: unleash the power of their deep and rich customer engagements to understand vulnerabilities and identify valuable workarounds or permanent fixes.

• Use agent notes more often to further identify why customers escalate a complaint, give low satisfaction scores, or leave.
• On the employee front, create opportunities for their voice to be heard – the more frequent the better especially in these rapidly changing times.
• Consider adding pulse surveys to capture real-time feedback or to ask a probing question.

Additionally, identify common or key topics of interest across the two sets of feedback (from employees and customers) and incorporate this intelligence within your analytics.

#2:  Uncover Key Irritants

Understand what the most impactful irritants are for customers and employees and fix those first.

• Use surveys, agent notes (unstructured data), and one-on-ones with frontline managers to identify what broken processes or poor technologies agents are dealing with day after day that are never fixed. They tire of making excuses, feel bad they can’t provide a better customer experience, and know it will impact their service score.
• Begin to build a case for the financial impact of uncovering and addressing employee and customer irritants.

Interestingly, a 2021 Medallia Institute/Josh Bersin research study found that companies who are employee experience leaders were 12x more likely to indicate revenue growth of more than 20% over the last year.

#3:  Discover What is Really Valued

Salary, benefits, and workplace environment all matter, but dig deeper as it’s critical to understand what employees deeply care about and value. It may be:

• Training and education
• Corporate social responsibility
• Diversity and inclusion or
• How proud they are to work for your company/brand.

In terms of workplace pride, a Medallia Institute research study found that companies that ask for and act on frontline employees’ feedback garner the highest employee Net Promoter® scores.

#4:  Unite the Two; Use the Data

Many organizations have access to two data sources — one for customers, the other for employees. Is your organization using both independently … or using and connecting both data sources?

It’s critical to de-silo the data and get multiple business units to share and use the data for the common good. Then build dashboards that bring employee data and customer data next to each other to uncover and identify the correlating impact between the two in terms of:

• Topics of interest (customer feedback and employee feedback)
• Driven behaviors (customer behaviors and employee performance)
• Key indicators (customer interaction analytics and employee pulse, agent notes, and 1-2-1 meetings)

This connection will fuel the delivery of an effective hybrid contact center workforce, while enhancing both employee and customer experience. A holistic approach gives companies the opportunity to create targeted actions to combat workforce challenges, while delivering improved value to customers.

If both experience data sets are leveraged together, the advantages are far-reaching and can generate a significant impact on agent engagement, frontline team effectiveness, customer loyalty, operational efficiencies, product/service innovation, and future revenue.

Interested in learning more? Visit Medallia Experts on Demand to book a 30-minute private meeting with a Medallia Contact Center expert. You can also book meetings directly with Rachel directly.

About Medallia

Medallia is the pioneer and market leader in Experience Management. Medallia’s award-winning SaaS platform, the Medallia Experience Cloud, leads the market in the understanding and management of experience for customers, employees, and citizens. Medallia captures experience signals created on daily journeys in person, digital, and IoT interactions and applies proprietary AI technology to reveal personalized and predictive insights that can drive action with tremendous business results. Using Medallia Experience Cloud, customers can reduce churn, turn detractors into promoters and buyers and create in-the-moment cross-sell and upsell opportunities, providing clear and potent returns on investment. www.medallia.com

Guest post written by: Rachel Lane, Senior Solutions Principal for Contact Centers, Medallia, and originally written on November 30, 2021. To learn more about this and other critical CX topics, register for Execs In The Know’s recent Customer Response Summit and watch the Medallia-led Shop Talk Connecting CX & EX to Deliver an Effective Hybrid Contact Center Workforce on-demand. To access all on-demand content, please register.

The post Connecting CX and EX to Deliver An Effective Hybrid Contact Center Workforce appeared first on Execs In The Know.

CRS — Spring 2021’s general sessions can be viewed in their entirety on-demand with one quick, simple registration that’s totally free for corporate viewers.

In this blog post, we touch on the key insights from each of these four panels. Although readers should take the time to view each of these panels (they are well worth the time), here are a few highlights that capture the essence of each panel.

The Importance of Research to the Modern CX Executive 

Host/Sponsor:
Fancy Mills, COPC Inc.

Panelists:
Daniel Mendez Costabel, Microsoft
Brandon Linton, Marriott
China Scroggins, Forever 21

No doubt, industry research can be a key piece of the puzzle when building the case for a new initiative, a critical process change, or the development of a strategic roadmap. But what type of research should customer experience (CX) leaders be looking for, and how should they incorporate this research into their improvement efforts?

Seek Out Research That Is Actionable — There’s a lot of research out there, so CX leaders need to ask themselves, “Is this research interesting, or actionable.” Look for research that can contribute to actions that have an impact.

Understand Consumer Behavior — Some of the most valuable research (and hard to get at) reveals something about consumer behavior, especially changing behavior. Trending data can be valuable when it comes to consumer-based research where it can be used to help evolve customer personas and profiles.

Other Types of Valuable Research — In addition to research that drives consumer insights, research that provides real-time (or near real-time) data, research with granularity (perhaps by region, for instance), or research that contains specific examples can be of great value. Benchmarking research can also be useful for understanding core metrics.

Using Research — Research is most valuable when used in combination with program data — things like Voice of the Customer data, and even Voice of the Employee data. This helps create greater relevancy for different types of research. One of the most effective ways to use research is as an agent of change, and to garner support from leadership for new investments and initiatives.

Doing Contact Center Quality Assurance the Right Way

Host/Sponsor:
Chris Vodola, Stella Connect by Medallia

Panelists:
Chris Purpura, Neiman Marcus
Kelley Cutforth, Chegg
Emily Estes, Thumbtack
Sagarika Prusty, Instacart

Quality Assurance (QA) is a critical part of any successful CX program, but an important question should always be, “Are we doing QA the right way?” In other words, program managers should be asking themselves whether or not they have the right questions on the QA form, and whether or not the focus is on the things that matter most.

Establish A Relationship Between QA and CSAT — If done right, an improvement in QA scores should, over time, be reflected by an improvement in CSAT scores. If that’s not the case, the QA form might not be focused on all of the things that matter most to customers.

Quality Is About More Than Agent Behavior — An effective QA program goes beyond agent actions, identifying things like gaps in process, policy, or tools sets. Are there common pain points or pitfalls? What could reduce agent effort? These are some of the questions QA should also aim at answering.

Don’t Sacrifice the Good for the Perfect — No QA program is ever going to be perfect, so don’t be afraid to tweak, test, and adjust as needed. Use QA to understand overall program performance, empower agents, and improve the overall experience, for both customers and employees.

Create an Active QA Program — An Active QA program tightens the time between call reviews and coaching sessions, and is also quicker to feed company-wide insights back into the organization. Active QA programs are much better at creating effective change, both for agent and organizational performance.

Re-Working Digital CX: A Reality Check with Top Brands

Host/Sponsor:
Kevin Bottoms, TELUS International

Panelists:
Deserie Dulaney, Compass
Jason Clement, CVS Health
John Riordan, Shopify

During the pandemic, companies have greatly accelerated digital adoption, especially when it comes to customer interactions. But are digital deployments going as planned? Taking a step back, are digital deployments being properly evaluated and measured? This is especially important as new iterations and initiatives are planned.

Is Digital Working Right — Digital deployments should be geared toward one end goal — simplifying complexity for the end-user. Whether the digital solution is employee-facing or customer-facing, it should be contributing to an improved experience, which usually means making things easier. Digital solutions need to be seamless, quick, easy-to-use, and accurate.

Consumers Want Digital — Not only do consumers want digital solutions (and are willing to embrace them), they expect them because that’s the experience they are already having with leading brands. If done right, digital solutions can enable and empower customers.

What to Focus On — If the focus of a digital solution is cost, the solution isn’t going to perform the way it should. The focus should be on the overall experience. What problem does this solution solve, and what is the impact on the experience? What about feedback? Is the solution validated in the eyes of customers?

Digital Is a Team Sport — The pandemic helped remove barriers like bureaucracy and process, fast-tracking many solutions out of necessity. This shows how quickly things can be accomplished under a unified banner. Brands can accelerate efforts by creating “Digitization Champions” across business groups, all working toward finding opportunities for greater efficiency and an improved experience through digitization and automation.

Customer Feedback: 4 Fresh Practices for Unlocking Employee Potential

Host/Sponsor:
Ellie Dubbs, Concentrix

Panelists:
Sandra Diggs-Miller, Entergy
Jim Gallagher, Nordstrom
Karine Poulin, Air Canada

Engaged employees, those who are integrated into the CX effort, are likely to improve their performance twice as fast as those who are not fully engaged. But what’s the best way to engage employees and keep them engaged? Furthermore, how can a brand best maintain, share, and celebrate that engagement?

Listen to Employees — Listening to employees is about more than a quarterly survey. Brands that truly listen to their employees have made a cultural commitment, and there are usually many avenues for sharing beyond surveys, including one-on-one time with leaders, internal focus groups, polls, and opportunities to provide anonymous feedback.

Tell Stories and Reward Success — Stories are powerful motivators, and they can add context and flavor to whatever topic is at hand. When combined with reward and recognition activities, stories can drive behaviors in a big way. Brands that successfully engage employees take the time to recognize and reward, bringing metrics to life.

Engage as a Wider Team — Each part of the organization is important, so successes and engagement should be occurring across business units where appropriate. When operations, product development, marketing, and other teams can come together to engage with one another, not only do individuals benefit but overall company culture is also strengthened, especially if that culture embraces catching people doing great things.

Count on Leadership and Partners — Reward and recognition are more powerful the more buy-in it has. Leaders and partners can be some of the biggest advocates and boosters for creating positive engagement, they just need to be invited to participate. Their participation will not only mean a lot to employees, but their involvement is often essential in creating success.
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Getting a few session highlights is one thing — but seeing the discussion for yourself is all the better. To see any of these panels on-demand, or any of the other amazing sessions from CRS — Spring 2021, take a moment to register and check out all the action for yourself.

The post Highlights from Four Powerful Panels During CRS — Spring 2021 appeared first on Execs In The Know.

What is sentiment analysis?

Sentiment analysis is a set of tools that uses machine learning and NLP to extract opinions to provide a measure of sentiment (or opinion) of voice, text, and images. Algorithms work behind the scenes to find specific nuances of text to identify consumers’ positive, negative, or neutral attitudes toward a product, brand, or service.

Why is sentiment analysis growing in use?

It is no secret that CX is a competitive differentiator for organizations, and consumers are not shy about voicing their negative opinions about their experiences in very public ways. Eighty-three percent of respondents from the CXMB Series 2020 Consumer Edition indicated as much. When this happens, the domino effect that can occur can be devastating to a brand’s image. Not to mention, consumer needs, expectations, and feelings change rapidly. So, with multiple channels and the sheer volume of data that is available, it is near impossible to effectively mine the data or rely solely on customer surveys or monitoring customer interactions. Customer feedback measurements such as customer satisfaction, NPS, and customer effort are all important measures of satisfaction and loyalty, but the ability to proactively collect and act on nuanced, real-time data will not only improve customer loyalty and retention, but lower costs as well. In short, it can be a game changer.

What are the practical applications of sentiment analysis?

There are several use cases for sentiment analysis. These are some of the most common:

• Brand monitoring / reputation management – This is one of the most common uses of sentiment analysis, allowing organizations to quickly identify negative or harmful comments about their brand online and react quickly before they go viral. Conversely, it can also be used in the event of ‘positive’ mentions – brands can quickly jump in on these conversations and maximize the positive exposure in online forums.
• Marketing and market research – Sentiment analysis helps brands measure performance of campaigns and marketing activities while also providing insights on how marketing messages are perceived. This allows brands to pivot strategies if needed and better personalize messaging for more relevant content. From a market research perspective, sentiment analysis is not the most common tool utilized, but it can be used to gain perspectives from customers AND competitors.
• Product analytics – Using sentiment analysis in the context of product analytics is like brand monitoring. Instead of focusing on brand mentions, it mines comments about specific products. Customer feedback can be categorized for further improvements, which is particularly important in the early stages of product development. As products mature, this data is often combined with brand monitoring in a more multidimensional view. All of this allows brands to understand how products are perceived by various target audiences, their performance in the market, strengths that should be maximized, and areas that need improvement to increase user reception.
• Customer support – Below we will review, in more detail, the specific use cases of sentiment analysis in customer-support operations.

How is sentiment analysis leveraged in customer support?

Sentiment analysis, or text analytics, is not necessarily a new concept for customer-support organizations. However, it can seem a bit of a mystery as a concept, but it has some very real and practical applications.

• Route consumers to the ‘right’ resolution channel – This is perhaps the most common use of sentiment analysis in customer support. Identifying the emotion or tone of the consumer upon contact with customer support allows quick routing of that consumer to a higher place in the queue, or to specialized agents trained and equipped to handle difficult interactions. Similarly, if consumers are interacting with chatbots, upon recognizing a consumer is dissatisfied, the consumer can be routed to a live agent better trained to resolve the issue.
• Identify friction points – By monitoring and collecting data in real-time, in all channels, and on all interactions, the data can be used to identify pain points in the consumer’s journey. Organizations can then utilize this information to remove those barriers and improve the overall experience.
• Uncover agent challenges – Using sentiment analysis to understand how consumers feel when interacting with customer-support agents allows leaders to identify which agents are most successful and those who struggle. It can also uncover gaps in knowledge so training can be modified or created to better equip agents with the tools they need.

Having a pulse on customers’ feelings has never been more important than it is today. The events of 2020 have understandably introduced high levels of stress and strong emotions. So, the ability to recognize negative emotions early in the resolution process and proactively address those concerns before they spiral beyond control can provide a competitive advantage if implemented effectively.

What are the challenges with sentiment analysis tools?

As illustrated above, sentiment analysis is a valuable tool for many applications, including customer support. That said, there are some inherent challenges that should be understood when exploring the use of sentiment analysis.  These include:

• Detecting tone and subjectivity – Detecting tone is generally one of the primary features of these tools, and typically fairly easy for them to determine based on the verbiage, keying off certain words such as “nice” or “horrible.” It becomes more difficult to determine whether the message is objective or subjective.
• Identifying irony and sarcasm – This is reportedly the most difficult of issues for these tools to navigate. In reading a text string at face value, it could easily be mischaracterized as either positive or negative. For example, a customer sarcastically types in a chat, “That’s just GREAT customer service, isn’t it?” A tool might misinterpret that as a positive sentiment, when in fact the customer was being sarcastic. This requires constant training of tools to deliver more accurate results.
• Understanding context – This too can create a real issue for these tools. A human can often quickly understand context. However, an algorithm cannot ‘guess’ what they need to do – they are configured to get to the right answer based on a set of rules. So, the model must include an additional component to get to the heart of the context.
• Changing vocabulary and word ambiguity – Vocabulary is constantly changing, slang is introduced, and even existing words take on new meanings virtually overnight. As a result, again, researchers and systems engineers must continuously work to train these tools for these changes.

Sentiment analysis can be incredibly valuable to organizations, though as with any technology, it is important to understand its capabilities. Its specific application can differ from organization to organization so those who implement and manage this technology must know how to use it, and where to apply it for maximum benefit. Because it can be leveraged by many parts of an organization, its usefulness is maximized if internal departments work together to agree on a common goal, the areas it will be applied, who will mine the data, and how it will be applied.

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If you are a senior leader running CX operations on the corporate side and would like to engage your peers about Customer Sentiment Analysis and many other topics in a private, online community, we invite you to join our KIA online community. You can also find out about everything happening within the Execs In The Know community by joining our mailing list.

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What is personalized service?

Simply put, providing personalized service is tailoring an experience to each individual customer, based on their needs, history, sentiment, and behaviors. The result of a personalized experience is customers feel known, valued, heard, and appreciated because they are treated as individuals.

Personalization can take on a wide range of sophistication. Most organizations offer at least some degree off personalized service whether that is simply personalizing emails to the customer with specific offers (e.g., Amazon), automatically detecting a technology outage and notifying them (or best-case scenario fixing it before they even knew about it), or providing an immersive omnichannel shopping experience (e.g., Sephora).

Much of the personalization we think of feels more like marketing personalization than service personalization, and in many respects that is accurate. But these “marketing” experiences have created expectations of personalized end-to-end experiences beyond the shopping and purchasing touchpoints. This leads us into why personalized service is so important.

Why is personalization so important?

Besides potential reductions in cost, increases in revenue, and improved customer satisfaction, customers are beginning to expect it, even more so because of COVID-19.

There are countless statistics that point to the growing importance of offering personalized experiences, including these from Accenture:

• 33% of customers who abandoned a business relationship did so because personalization was lacking.
• 91% of consumers say they are more likely to shop with brands that provide offers and recommendations that are relevant to them.
• 83% of consumers are willing to share their data to create a more personalized experience.

Additionally, a report cited in this Forbes article, speaks to the concept of “lifelong conversations.” This means shifting the way you treat, measure, and interact with customers. Instead of operating in a transactional and reactive mode, consider that you have ONE journey or experience with your customer. Each time you make contact is just an extension of that lifelong conversation.

Imagine the power of this paradigm shift and its potential impact on customer loyalty. In fact, this same report found that:

“84% of customers will go out of their way to spend more money to get a great experience.” 

To deliver on such a concept is, in essence, an ongoing, personal experience.

What is the future of personalized customer care?

McKinsey has looked into the future of personalized care with an eye toward 2025. As headlined in this article, the “hyperpersonalized care” and “care of one” is the ultimate goal in self-service channels, as well as live channels.

Because most organizations are offering some level of personalization, the future is not simply to improve upon the status quo, but to take the status quo to the next level. As McKinsey explains, there are four key components to deliver this concept:

• White-glove customer care for all – This starts with shifting from traditional reactive care to proactive control of the customer relationship by predicting, identifying, and solving customer issues before the customer contacts you. Organizations that succeed will have the ability to bust organizational and data silos, bringing data together to understand behavior patterns, sentiment, and the priorities of each customer. Contact centers will be able to leverage this information to determine the right time to reach out with an offer or when live outreach is required and by which channel. Data from the contact center will ultimately flow to the rest of the organization to drive product, marketing, or policy strategies.
• One company, one voice (omnichannel communication) – Omnichannel strategies have been in our collective vocabulary for years and there are always discussions within organizations to improve consistency, transparency, and ease of navigation across channels. In the next five years, this will become a reality for those that succeed to truly deliver a seamless experience for the journeys that matter most to the customer. With dynamic platforms that collate and visualize all customer interactions and activities across all channels, a detailed and real-time view will allow agents the ability to instantly react to the specific customer situation in a personalized way. Essentially agents and customers will be able to seamlessly communicate and act via different channels without losing context, resulting in a more personalized, efficient, consistent, and satisfying level of service.
• The workstation of the future (digital enablement) – While the nature of their roles will shift due to more “routine” transactions handled via self-service channels, live agents will be more critical than ever to providing customer care. However, technology will facilitate their ability to solve issues more efficiently and in a more personalized way, while also allowing companies to be more targeted in how the workforce is deployed. The ‘care of one’ will be supported by advanced analytics, AI, real-time natural language processing, and other tools that detect customer sentiment and emotion, providing agents with real-time guidance.
• Contact centers: The future talent factory – As customer experience continues to be the great differentiator and as contact center employees’ role in influencing the customer’s lifetime journey with the company grows in importance, employees who are truly customer-centric will become even more critical. Because of this, contact center staff will become a source of long-term organizational talent, forcing customer care organizations to change recruiting, hiring, and training strategies. “Customer service representatives will be supported with digitally enabled in-moment tools and coaching (allowing for successful performance with greater spans of control with supervisors); well-defined career paths; tailored, ongoing training; and upskilling for roles in the contact center and beyond.” By 2025, it is predicted that a high percentage of customer service representatives will be graduates of online high schools and universities, so companies will need to adjust their training and development approach as well.

What does this mean for CX leaders?

The future is now. You do not have to look far to see examples of organizations with their foot on the gas in elevating their personalized care strategies. While personalization is a priority for many organizations, including those in our own EITK community, there are some very real challenges. It starts with ensuring the organization is aligned on the strategy, and organizational/data silos are removed to begin to bring the vision together in a meaningful way. Organizations must start with an understanding of customer needs and expectations (as well as organizational enablers and capabilities) to develop a cohesive and integrated strategy. For many, one of the initial challenges to overcome is not a lack of data — it is how to actually collate the massive amount of data that exists from multiple back-end systems and departments. The next hurdle is then determining what and how to serve up to customers, doing so in a “non-creepy,” yet useful way. The good news is that most organizations are not starting from zero, but those who accelerate their plans to create more personalized experiences will be well-positioned ahead of the competition in the coming years.

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If you are a senior leader running CX operations on the corporate side and would like to engage your peers about Personalization and many other topics in a private, online community, we invite you to join our KIA online community. You can also find out about everything happening within the Execs In The Know community by joining our mailing list.

The post The Future of a Personalized Customer Experience appeared first on Execs In The Know.

With most organizations finding themselves with a remote workforce almost overnight, the need for connection is amplified and more challenging. Ensuring lines of communication are open and effective should be a top priority for CX organizations, especially with the uncertainty of returning to physical sites and with peak season rapidly approaching for many.

McKinsey & Company recently surveyed more than 800 US-based employees on a wide variety of topics related to employee experience and engagement. We will draw from that research in this article. According to McKinsey:

“Most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.”

The good news is that many organizations have an opportunity to build upon the trust they gained in the early stages of the COVID-19 crisis. The challenge is figuring out how to expand beyond basic needs and safety.

We have all probably heard the phrase “happy employees = happy customers”. We know it is not possible to make all employees happy 100% of the time, but the underlying concept is true. The more engaged and connected employees are the better they feel about their work and how they contribute to the overall mission. Ensuring your employees are well cared for and engaged is not only the right thing to do, but it also translates into a better customer experience downstream.

Six Best Practices to Elevate Employee Engagement

1. Give your employees a seat at the table with Voice of the Employee (VoE) programs.

Engaging with your employees starts with proactively measuring their experience with the company and genuinely asking for their insights and feedback. Many organizations have VoE programs, but a common mistake is not effectively closing the feedback loop, thus causing it to fall flat or worse, damage leadership credibility. To create a closed-loop process, do the following:

• Collect Feedback – Employee surveys are only one way to collect feedback and measure the employee experience. Virtual focus groups, roundtables, and anonymous forums for employees to submit questions or feedback can also provide a wealth of information.
• Act on Employee Feedback – It is, of course, not enough to just ask for feedback. You need a structured approach for tracking the feedback and a process for prioritizing and acting on it.
• Communicate Plans and Results – This is perhaps the most important component of a VoE program fueled by best practices, but it is often overlooked. The last thing you want to do is implement a great program, act on the results, and then miss this critical step. Your employees are giving you incredible information and you are acting on it. Shout it from the rooftops and tell them what you are doing. Most importantly, show them the results.

If you are genuine in these efforts your employees will notice, remain engaged, and become proud ambassadors for your brand.

McKinsey & Company included this useful graphic to break down how organizations can maximize their VoE programs and continue to build upon the trust first established during the early stages of COVID-19.

2. Be timely, truthful, and authentic with transparent communication.

During a crisis, many organizations stepped up their communication game out of necessity, focusing on the most immediate needs. Those that really shine have realized that being transparent, even in normal times, builds trust, keeps employees engaged with the mission, and makes them feel part of the solution. This requires a coordinated effort and a structured approach, one that includes:

• Centralized communications team
• Consistent cadence of scheduled communications
• Internal “boards” that are updated daily with important information
• Regularly scheduled “town halls” with senior leadership
• Talking points for managers to address frequently asked questions, ensuring consistency of information

HOW you communicate is just as important as WHAT you communicate. Choose your vocabulary carefully and be aware of how your words are interpreted. One of the senior leaders in the Execs In The Know (EITK) community recently explained how their organization has been consciously changing the language used when discussing COVID-19 related issues. For example, instead of saying “social distancing”, they now say “physical distancing”. And instead of “return to work,” they are sure to say “return to site.” They may be subtle differences, but they can have significant impact.

3. Create connection opportunities between employees and management to promote wellness.

When employees work in a physical location, maintaining consistent interaction with teammates and managers is much easier versus working remotely. Whether all or some of the workforce is remote, leaders need to take creative measures to ensure employees continue to feel a sense of belonging and connection to their team, managers, and leadership. This must be done with the goal of driving overall health and wellness. A few ways this can be achieved include:

• Consistent coaching and mentoring, whether remote or in-person, should continue.
• One-on-one meetings that are not performance-related allow employees an opportunity to share their thoughts and feelings with their managers — setting aside time for “check-ins” with employees is more personal and less threatening than a formal performance-related meeting.
• Find time for fun activities; as McKinsey demonstrates in their research, activities can come from the bottom up and include things like virtual talent shows, peer recognition programs, song/playlist sharing, remote fitness classes (yoga, for instance), virtual games, recipe sharing, podcasts, etc. Another example of a fun activity is establishing a private Facebook group thus creating a space to share stories, celebrate life events, offer ideas on how to decompress with kids, etc. While ideas can come from anywhere, managers should take the lead on ensuring there are weekly opportunities for team and employee interactions beyond work.

4. Reward performance and celebrate wins.

Many organizations have formal reward, incentive, and recognition programs. These do not always have to be monetary. So, consider:

• Highlighting and rewarding exceptional moments with customers and invite senior leadership to join in.
• Offering incentives to employees for making improvement suggestions that are ultimately implemented.
• Providing opportunities for a wellness day based on select criteria or as a benefit. Employees are juggling home and work life simultaneously more than ever and having an opportunity for a well-deserved break can be a welcome incentive.
• Rewarding acts of kindness. You can do this in many ways, but for example: If you have a company store with swag, provide gifts or points from the store. You can also put this in the hands of employees and give them the opportunity to recognize peers for acts of kindness.

These are just a few examples. Performance-related reward programs are common but focusing on intangibles that make a difference and shine a light on exceptional performance and behaviors can have a significant impact on engagement and retention.

5. Promote a culture that celebrates and encourages inclusivity and individuality.

Creating a diverse and inclusive culture is critically important for all organizations. Looking from the lens of employee engagement, and as McKinsey & Company’s article stated, “As ways of working shifted dramatically with the COVID-19 pandemic, many workers had to transition to new work duties, processes, and modes of communication and collaboration. Our research shows that having a foundation of involvement, fairness, respect, and equality can help employees adopt to new ways of working and interacting. As we face a future of vastly different working models and team structures, building such an integrated culture now will only benefit organizations in the future.”

Employer Brand and Employee Advocacy expert, Kaishon Holloway, who previously led these efforts at a multinational technology company stated, “You can’t buy a company culture – employees ARE your culture and all employees need to feel heard, a sense of belonging, and inclusion in all opportunities.”

According to Holloway, the first step to an inclusion strategy is to understand the employee populations within your business and determine if all groups have appropriate representation. You must be clear on this before you design your strategy – you do not know where you need to go if you do not know who your audience is. The most vulnerable and unrepresented groups need to have platforms to have their voices heard with safe forums for them to advocate on behalf of themselves without fear of judgement.

Most importantly, this must be a corporate-wide focus, driven and supported from senior leadership. It requires genuine commitment woven into the very fabric of everything the company does from recruiting, hiring, training, accommodations, marketing, communications, and leadership.

6. Ensure employees feel their work has meaning and provide opportunities for contributing to the greater good.

Creating opportunities for purpose driven work contributions can greatly contribute to a sense of value and wellbeing. McKinsey & Company’s research showed that “respondents who indicate they are living their purpose at work” are much more likely to sustain or improve their levels of work effectiveness than those who indicated otherwise. These same respondents also had four times higher engagement levels and reported a sense of well-being at five times the rate of those who did not feel they were making purpose-driven work contributions. Moreover, the research showed that this experience element had the greatest potential for driving improvement and only one-third of respondents believe their organizations strongly connect actions to purpose. Embedding purpose in work can be as simple as how managers talk to employees or bringing purpose to life by sharing examples of employees who are “living their purpose.” This is key to starting a long-term conversation about the organization’s purpose and how employees play a critical role.

Purpose driven work contributions are only one side of the coin. Purpose driven societal contributions can also play a role in employee wellbeing. There is no question that volunteering one’s time and efforts in worthy causes is good for the soul. Connecting employees to opportunities for contributing to the greater good (either as individuals, teams, or as a part of the broader organization) drives long-term engagement and gives employees a sense of well-being and a shared purpose that is bigger than themselves or the company.

Holloway also explains how his previous company took some of these concepts to the next level by empowering employees to share about their experiences working for the company. For example, the company’s internal Employer Brand Team created a company hashtag for employees to use on social media to highlight positive and healthy aspects of the company culture, putting the storytelling power into the hands of employees.

Additionally, Holloway built up the company’s Employee Brand Ambassador program to include more than 400 influencers across the globe who volunteered to advocate for the company. Since moving on from the organization and ensuring that the employee-centric core values remained in place, the program has now ballooned to about 1,000 employee advocates worldwide. They have the power, education, training, and tools to promote the company culture. Holloway further emphasizes that: “Obviously, as an employer you need to make sure you’re walking the walk before you initiate programs like this. The messaging has to be authentic.”

These Boosts to Employee Engagement Really Matter

Employee engagement has never been more critical. Organizations have a unique opportunity to build upon the trust they may have gained in response to COVID-19. Increasing engagement and employee well-being will also have a downstream effect, dramatically improving the customer experience. In taking action, it is also important for organizations to recognize that all employees have different needs, and each is experiencing this unique time very differently. As an EITK community member so eloquently stated, “The emotional IQ of leaders will have to adapt and be more flexible.” The fact is one size will not fit all, but organizations who take the steps to focus on individual needs and embed a culture that prioritizes employee well-being will reap substantial long-term benefits, including improved employee retention, greater employee satisfaction, and delivery of a better customer experience.

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As we continue moving through the phases of this pandemic, we must learn to accept the velocity of our “new normal.”

Infused by world events and the digital evolution, the only constant element to this uncharted territory is the pace of change. Business-as-usual vanished back in March. In response to the onset of this pandemic, companies reacted by making changes to their VOC programs and CX strategies in acknowledgement of COVID-19 impacts to their customers.

Gone are the days when customer experience survey programs ran on autopilot. Advancement in technology has opened up the opportunity to be nimble, and now is the time to increase agility on your feedback management programs.

Continuously evaluate your tone.

Strict stay-at-home restrictions have been lifted. Some businesses have reopened, with employees slowly heading back into the office. The new school year – in all of its various forms – is about to begin. With pent-up enthusiasm, the eager population transitions back to pre-pandemic activities because things are looking up – right? Wrong.

Unfortunately, for most it’s going to take more than optimism to get through the second half of the year. The reality is that about third of Americans are showing signs of clinical anxiety and depression. According to our research, at least 50% of respondents think that it will take the remainder of 2020 – if not longer – to recover financially.

The goal is consistent messaging and timing across the enterprise.

If your survey questions aren’t changing – you’re missing the boat.

Overall empathy attributes began to dip in June, after plateauing through April and May. Although empathy is still relevant, empathy fatigue is real. To conserve authenticity, soften tones of empathy in your customer feedback surveys to be more subtle, and transition to themes encouraging hope and continued support.

With the state of change in our world constantly in flux, prepare to re-evaluate the tone of your invites and introductions every 4 to 6 weeks to ensure relevance. Adjust content to align the message and timing with other customer communications at the enterprise level.

Respond to the changing needs of your customers.

As activities resume, customer behaviors are changing across industries. Our research reported 52% say they will attend small events and 34% expected to eat out in restaurants within 2 months. On the other hand, nearly 30% of respondents say it will be more than a year before they begin attending large events and using public transportation.

To capture relevant feedback as customer behaviors continue to change, frequently update survey questions.

We recommend a rotating hot topic module in your survey to capture customers’ evolving needs and changing perspectives. The hot topic questions you were using in March are different than what should be used today.

Use surveys to drive adoption of digital capabilities.

Companies have made great strides to provide digital options to continue doing business. With inboxes around the globe saturated with customer communications, get creative using your survey feedback program to drive customers to your digital offerings.

Imagine you’re a loyal customer trying to pay a service-related invoice from your utility company. Typically, you prefer to call and pay by phone. But lately, wait times have been outrageous, and calls have become irritating and painful.

You remember receiving an email from the company with instructions for making payments online. With no time to waste, you locate the email, follow the steps to register your account and complete the task successfully.

Shortly after this transaction, you complete a survey regarding your online experience. The survey asks, “what other online tools would be helpful?” You select “Service Change Request,” and as you finish the survey, you’re directed to the “Request to Change Service” form on the company‘s customer service webpage.

The takeaway? Leverage customer feedback surveys to understand what your customers need now, and use those insights as an effective way to provide relevant and valuable content to your customers in real-time. Asking for a “like” on social media post-survey is a thing of the past. Landing customers on the homepage of your website is falling a step short.

Instead, drive your customers to useful tools or lead them to information in response to their feedback. In return, we’ve seen reduced call volumes, improved customer satisfaction and increased adoption of digital solutions.

Different industries, different redirects.

CX is the roadmap to digital evolution.

In general, people are now favoring a low-contact lifestyle, and their interest in continuing the use of technology, online tools and apps is increasing across industries.

At the onset of Coronavirus, organizations were forced to quickly maximize their online efforts to digitize solutions overnight. Now, digital transformation efforts are changing customer experiences with gaining momentum, creating a timely opportunity for CX leaders.

Take inventory. What changes has your company made recently to the website, mobile apps, or online tools that are creating gaps in your overall customer experience management? Align your feedback strategy with new offerings and solutions to capture a holistic view of the customer experience.

Re-think your approach. When it comes to methodology, consider new modes to data collection. Innovation has enhanced digital survey capabilities, making them less disruptive to the customer. The ability to capture feedback without your customer realizing it enables a seamless experience.

Keep pace with digital innovation. Customer feedback management continuously evolves to capture new feedback. Remain in lockstep with digital offerings and modernize survey techniques by intersecting customers at targeted moments within their digital experience.

How have you redesigned your feedback strategies to account for the new digital experiences in your customer’s journey?

Guest post written by: Concentrix
For more insights from Concentrix on VoC, watch the CustomerCONNECT session, The Future of VoC is Coming Fast. Ready?, presented by Jackie Potts, Director of VoC Strategy at Concentrix.

For more CX tips and advice from our experts, visit www.concentrix.com/solutions/voc.

The post CX Pros: Stay Agile, or Risk Failure appeared first on Execs In The Know.

The phone call has emerged as the critical channel for communication. Voice engagement is unparalleled due to its speed, return on investment, and most importantly the trust factor that comes from communication directly from a business or organization. However, the rise of the robocall, and the many scams that popped up in relation, has trained people to mistrust many phone calls – especially from numbers they do not know. The current pandemic also has provided opportunities for scammers to prey on people during this uncertain time, and consequently, connection rates continue to drop. In fact, Hiya found that there was over an 850% surge in stimulus check phone scams since March due to the pandemic.

Some businesses are meeting the issues of the moment by optimizing voice engagement with customers, improving their overall customer experience, and generating greater ROI for their contact centers. Below are a few steps Hiya recommends to improve their business communications and stay ahead of competitors. I will also be expanding on these tips further at the Exec In The Know CustomerCONNECT event on August 11. Hope to “see” you there!

• Reduce the odds your outbound calls appear as spam — Businesses that manage their calling reputation get better results. Protect the reputation of your numbers by proactively monitoring how many times a number is blocked or reported, and understand how to prevent numbers from being marked as spam.
• Increase the speed and quality of your customer service — You have built a trusted relationship with your customers. The key is continuing to build on that trust through excellent customer service experiences. When customers recognize your name and brand on their phone, they are exponentially more likely to answer, helping you deliver higher quality and more timely customer service.
• Access important call analytics — Enterprise call centers measure every aspect of their business and are, by nature, metrics-driven. Understanding how the levers of call identity and reputation management affect these metrics is critical to make more data-driven decisions and optimize your outbound calls.

It’s important for businesses to gain a clearer picture of the current outbound call environment and evaluate solutions to deploy immediately that will produce near-term results. Hiya Connect provides enterprises intelligence and increased influence over the performance of their voice calls. Hiya’s modern SaaS application increases answer rates by as much as double, decreases the cost to connect, drives faster lead conversion, and greater customer satisfaction. To learn more, visit hiya.com/connect.

Guest post written by: Julianne Maila, Senior Product Marketing Manager, Hiya, Inc.
Join Julianne’s session, Staying Ahead of the Game: Building Trust Before the Call Even Begins, at CustomerCONNECT, August 11th at 3:45 PM – 4:30 PM (EDT).

The post How To Deliver Competition-Crushing Customer Service and Improve Contact Rates appeared first on Execs In The Know.

PHOENIX, Ariz., July 31, 2020 — Global customer experience (CX) industry leader Execs In The Know (EITK) is pleased to announce CustomerCONNECT, an innovative industry event designed to bring together the world’s foremost customer experience executives for a unique opportunity to learn, share, network, and engage to innovate for an improved customer experience. CustomerCONNECT is a live, virtual event scheduled for August 11, 2020, featuring a packed agenda that will kick off at 11:15 AM EDT and run until 5:45 PM EDT, followed by unique networking and debriefing sessions on the morning of August 12. CustomerCONNECT is a completely free event and participants will gain access to a full slate of interactive presentations, live Q&A with CX thought leaders, virtual networking activities, on-demand content, and valuable materials — all with one simple registration.

CustomerCONNECT features an impressive lineup of keynote speakers that include Lisa Oswald from Travelzoo, Elena Loucaidou from Wargaming.net, Bit Rambusch from Dell Technologies, Angie Pizzuti from DTE Energy, and Becky Ploeger from Hilton. The theme of CustomerCONNECT is Voice of the Customer, and each keynote presentation will inspire and educate by sharing insights into the challenges faced and successes claimed over recent months.

“In recent months, customer needs have changed rapidly. The same is true for brands as they transform in response to an evolving landscape,” said Chad McDaniel, President and Co-Founder of Execs In The Know. “Throughout this era of unprecedented CX transformation, our community leaders have charted new territory — breaking down barriers, overcoming challenges, and problem-solving through innovation. CustomerCONNECT, our upcoming live, virtual event, is yet another opportunity to learn, share, network, and engage as we head into one of the busiest times of the year for the CX industry.”

In addition to an all-star cast of keynote speakers, CustomerCONNECT will also play host to thought leadership presentations and virtual solution showcases from event sponsors Salesforce, Interactions, Concentrix, Hiya, and Kustomer. This content, along with ample opportunities for live engagement and virtual networking, make CustomerCONNECT an essential event on any CX professionals’ calendar in the weeks and months to come.

Already have a busy day planned for August 11, 2020? No problem. As a part of the free registration to CustomerCONNECT, registrants will gain access to on-demand streams of each and every session, available within moments of their completion. In other words, registrants don’t have to miss a minute of the action. Furthermore, they will have the flexibility to tune in (and out) of the live event according to their existing schedule. On-demand recording will also be made available to registrants for several weeks following the event, providing ample opportunity to listen, evaluate, and improve.

CustomerCONNECT is fast approaching, and it’s the quintessential CX event industry executives don’t want to miss. Early registration is highly recommended. Moreover, CustomerCONNECT will not only plug participants into an invaluable slate of content, it’s also a great opportunity to get familiar with the Execs In The Know community — a thriving, highly-engage group of CX advocates and enthusiasts.

About Execs In The Know
Execs In The Know is a global community of CX professionals focused on excellence in customer experience. Execs In The Know gives brands a platform to share and gain insights, benchmark their brand, stay on top of the latest trends in CX, and create lasting relationships with their peers – “Leaders Learning From Leaders.” Execs In The Know holds numerous live events each year including Customer Response Summit, Subject Matter Briefings, Lunch & Learns, and Leadership Dinners. The company also offers industry content and thought leadership through webinars, reports, a quarterly CX insight Magazine, the Know It All “KIA” Online Community, and various social media groups. To learn more about Execs In The Know, visit: www.execsintheknow.com.

The post Announcing CustomerCONNECT — A Live, Virtual Event Devoted to Customer Experience and the Voice of the Customer appeared first on Execs In The Know.

In Part 1 of this series, Get to the Heart of Your Customers’ Expectations and Experience, we reviewed multiple methods to ensure that you have a holistic and accurate picture of what your customers need and how you are performing to those expectations.

Getting this data to support your voice of the customer (VoC) program is just the first step. It is likely that you are receiving data from multiple sources, making it even more critical to have a structured and nimble process to consume, analyze, and act on that data to drive significant and lasting change. You want to ensure the data you are acting on is accurate and representative, but you also don’t want to wait too long to act on said data as it can quickly become irrelevant. After all, with customer expectations changing in real-time, using data from even eight weeks ago to make decisions today could lead you in the wrong direction.

So how do you take all the layers of data and operationalize it for your VoC program?

As you review these recommendations, the key is to keep it simple and, in some ways, “go back to the basics.” When having multiple sources of data, it is particularly important to avoid silos created for management or analytical purposes and to fully understand the reliability of the data. When you put yourself in the customers’ shoes, consider their journey holistically and within the context of the current environment. When you keep it simple and you know that the data is reliable, it is easier to monitor from week to week and adjust as necessary. To get started, here are a few suggestions on how to operationalize your data:

• Validate and compare data sources – Analyze your data holistically. If one source of data leads you in one direction, but another source contradicts those findings, validate which is correct to avoid missteps in action plans. When collecting data from multiple sources, avoid looking at data in silos. Instead, create a holistic view of the entire customer journey to consider all the customer’s needs, expectations, and experiences. Task your analytics team with validating conclusions from more than one finding to avoid drawing reactive conclusions based simply on a number that goes up or down. In short, ensure conclusions are based on solid analytical theory and are statistically significant.
• Question your targets and thresholds – With changing customer expectations, what may have been acceptable to customers three months ago may not be the case now. Leverage the data you are collecting from your customers and other internal sources to assess if your targets and thresholds are still accurate. Then, adjust accordingly and structure regular reviews. For example, your customer’s tolerance for wait times may have changed in recent months as they are willing to wait longer to resolve their issue, or vice versa.
• Align on strategy and priorities – Starting from the top, you first need a culture committed to driving rapid change, with alignment on business objectives and customer experience. Many companies talk about the customer experience and their commitment to improving it, but what does that really mean for your organization? How is CX measured and managed alongside efficiency and other organizational goals? The vision must be clear to ensure priorities are aligned cross-functionally.
• Design flexible and nimble organizations – Some of you probably witnessed changes and improvements made at the speed of light during COVID-19. We have heard countless stories of companies who were able to pull off miracles that would not have seemed possible two weeks prior, proving it could be done. So, you need to design your organizations in such a way that data can be consumed, analyzed, prioritized, and actioned quickly and methodically. The old organizational structure may have worked six months ago, but to be truly agile and drive improvements based on a rich and current data set, you may need to rethink your structure. We have received feedback from several organizations noting that since adjusting to smaller and more nimble teams, it has created greater agility and has increased the team’s ability to get things done.
• Bust the “data silos” – Much of the data you will be receiving crosses through different departments. The customers’ experience with your company spans their entire journey with you. The data received from all sources should provide insights into just about every department: from marketing to sales, to fulfillment, to support, and to finance. So again, the organizational and ownership structure needs to be designed to ensure there are no silos and all leaders are working together to determine priorities and develop plans based on the data. Remember, we are all in this together!
• Ensure ownership and accountability of results – Clear ownership, accountability, and results of action plans are critical. Quantified targets with specific timelines should be established based on data versus opinion, and again, balanced with overall organizational goals.
• Include your team in the plans – Your plans to operationalize CX data do not stop at the senior leadership level. Include those closest to your customers, such as your agents, supervisors, and quality teams. They should be part of the solution, both in planning and execution.
• Implement a structured performance improvement approach – There are many structured performance improvement approaches, including the use of internal Six Sigma teams. If you do not have a dedicated Six Sigma team, you’ll be fine! Just ensure you have an approach that works for your organization that uses a systematic define, measure, analyze, improve, and control (DMAIC) discipline. You don’t need to over-complicate the model; it just needs to fit with your organization but most importantly, allow you to analyze data quickly, draw conclusions, implement plans for improvement, and measure results.

In summary, do not rely on your old playbooks for consuming and actioning your VoC data. Customer expectations have changed and you have more data than ever to help you make decisions. Ensure you have a staff with advanced analytical skills to help you draw appropriate conclusions, an organizational structure and culture that allows you to make quick and thoughtful decisions, and a structured improvement approach that focuses on results with the ability to pivot based on what the data is telling you.
With a multi-layered VoC program and a structure behind it to consume and act on the data, you will be well-positioned to drive sustainable change, in which your customers will reward you for with their loyalty for the long-term.

If you have implemented unique and new methods for operationalizing your customer feedback as part of your VoC program, we would love to hear from you!

To Learn More About The Voice of the Customer:  Register to watch CustomerCONNECT sessions on-demand

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