...developing knowledge and skills for building
a customer-driven enterprise
...developing knowledge and skills for building
a customer-driven enterprise
Episode 002
There seems to be something very wrong with the way many businesses, and public services, measure their customers’ experience. Their customer experience metrics seem to mask potential failure, mystify effective management, absolve accountability, and do nothing to drive actions to improve.
There’s no shortage of metrics used to measure customer experience, but decades of measuring it has left the boardroom, and entire businesses, spending more time debating “what NUMBERS to use” to MEASURE it, than “what ACTIONS to take” to IMPROVE it.
Many organisations seem to suffer from this same frustration. They say they get regular scores from their measurement programmes, but they’re still left wondering:
So, if you’re investing in voice-of-the-customer and measurement programmes, and not yet seeing many improvements – you are NOT ALONE.
We’ve prepared a Practice Guide called: “Exploring the Measurement and Accountability Challenge”.
It lists some of the typical symptoms an organisation may be experiencing, the risks it may suffer, and the three key action points discuss in this episode to help you devise a plan to master it.
Please click here to request your copy.
In this episode I want to focus on the second of our “Six Key Reasons why Customer Experience Improvement Programmes Underperform, Get Stuck or Fail to Start”.
It’s the one I refer to as: “The Measurement and Accountability Challenge”
Specifically, it’s about:
I’ll be looking at how so many organisations waste a great deal of time and money doing no more than chasing trends and scores, whereas a few manage to achieve a very positive return on their investment by using good measurement wisely, and by assigning accountability for customer experience to drive continuous improvement, innovation and value creation.
CTMA’s leadership training, coaching programmes and eventsCTMA’s customer experience
baseline studies
In our next episode, we look at
how so many organisations seem to have their customer experience
improvement “take action switch” set to a default setting of
“INACTION”, instead of a setting of “LET’S TAKE ACTION”. They
almost seem to be stuck in a groove looking for reasons “WHY we CAN’T do
anything about it” instead of “WHAT CAN we do about it”.
If you think you might be stuck in this groove, join me in this next episode for a strategy where you can flip your switch and always be ready to TAKE ACTION.
Paul Linnell is a customer experience and service quality
improvement champion, working internationally with senior managers
and their teams to help them achieve business success, reduce risk
and build customer loyalty and advocacy by taking actions to improve
customer experiences. Paul specialises in the design and deployment
of customer experience measurement, service quality improvement,
complaints handling and preventive analysis programmes. Industries
he has worked with include, Automotive, Consumer electronics,
Consumer goods, Electricity & Gas retail, Financial services,
Information technology, Local Government and Public Sector, Media /
Publishing, Passenger travel (Rail, Air and Sea), Pharmaceuticals
and Telecommunication. Paul has worked with clients and presented on
these subject at conferences and corporate events in the UK, Europe,
North America, the Middle East, Australia and New Zealand.
Originally from the UK and now based in New Zealand, he continues to
serve clients globally.
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