Little Things Matter
Capturing and analyzing customer input across web, telephone, email and mobile channels can help organizations drive customer engagement optimization. But what specific approaches should you take?
One of the top accounting and business consulting firms in North America recognizes that customer service is the key to its ongoing success and growth. Associates at every level of the organization are dedicated to delivering timely and high-quality service to help ensure satisfaction.
In a few cases, the organization’s clients decided to work with another organization for a while, but many eventually returned, citing the “little things” as what they couldn’t live without.
One way of knowing what those “little things” are is through customer feedback. The organization uses enterprise feedback management (EFM) at the heart of a total customer experience program—capturing and turning customer feedback into actionable intelligence to help increase client satisfaction, lower costs and grow revenue.
They manage over 20-30 larger surveys and studies a year, as well as approximately 10,000 email surveys a year with customers. Using EFM has made managing responses and feedback much easier and provided the ability to share the data among the management team more quickly—so that the actionable items that come out of each survey and study can be addressed quickly.
In addition, the organization has seen a steady rise in its client satisfaction index as a result of using EFM to obtain detailed information that identifies areas of the organization that require more training, or to pinpoint issues that were negatively impacting client satisfaction. This has helped the organization identify problems to be solved and increased client satisfaction along the way.
Knowing the “little things” that enhance customer satisfaction helps turn a customer who merely uses your services into a raving fan that recommends your organization to others.
Additionally, the organization has lowered costs and increased revenue using intelligence gathered through its surveys and enterprise-wide customer experience program. For example, they asked customers about the necessity of particular brick and mortar office locations as part of its overall delivery of accounting and business consulting services. What they found was that some office locations were not as important to customers as expected—intelligence resulting in significant cost savings through closing unessential locations. Input from customers also helped the organization build more robust business development characteristics in order to increase revenue opportunities and grow the organization.
What are you doing as part of your total customer experience program to identify “little things” that really matter? Those little things might just help drive customer engagement excellence at your organization.
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