Voice of Customer for All Employees

Voice of Customer for All Employees

https://clearactioncx.com/voice-of-customer-employee/

employees voice of customerPresent voice of the customer to all employees, and you will be more likely to reap financial benefits and manage customer experience holistically, according to the 2011 Business-to-Business Customer Experience Management Benchmarking Study.

Although only a third of companies are presenting customer feedback to all employees, those who do reported at least 20 percentage points advantage in the performance of holistic customer experience management, as shown by the gaps in blue and red bar graphs below. Examples of business results attributed to customer experience management efforts include:

  • 200% growth in profit over the past 4 years. (Chemicals)
  • 200% increase in market share over the past 4 years. (Semiconductors)
  • 20% improvement in revenue over the past year. (Telecommunications)
  • Over $100M in new and existing opportunities influenced in 2011. (Software)
  • New sales year over near have nearly tripled over the past 2 years. (Software)
  • Increase in revenue 10% year over year. (Medical Devices/Pharmaceuticals)
  • Double digit growth over the past 4 years. (Machinery)
  • 15% reduction in churn over the past year. (Transportation/Logistics)

Presenting voice of customer to all employees was identified as one of six key success factors for world-class performance in customer experience management. The other five success factors are:

  • Coordination among managers of CEM methods.
  • CEM as a determinant of corporate strategy.
  • Calculation of customer lifetime value (CLV).
  • Action on survey results by owners of customer experience key drivers.
  • Funding of cross-organizational collaboration.

Comprehensive management of customer experience is prevalent among companies that present voice of the customer to all employees, as shown below:

  • How We Listen to Customers: Identify and collect voice of the customer from all the influencers on the buying decision (i.e. initiators, approvers, users, buyers, influencers, gatekeepers, decision-makers). And capture front-line employees’ observations of customer sentiment, and capture customer complaints anytime anywhere.
  • Customer Feedback

  • Customer Engagement: Engage customers in providing feedback through customer references, user groups and advisory boards, and customer communities and forums. And to analyze customer data and use customer relationship management (CRM).
  • employee engagement voice of customer

  • How We View Customers: Include customer metrics in balanced scorecards, integrate customer feedback sources, analyze integrated customer data, use customer metrics to evaluate organizational performance, and stream relevant feedback to all departments.
  • customer experience viewpoint

  • How we Focus Employees on Customers: Reward customer experience improvement by teams, align incentive pay to customer experience metrics, create department-level action plans to improve customer experience, use customer metrics in performance reviews, and onboard all employees regarding customer experience programs.
  • employees customer focus

  • How we Focus our Business on Customers: Listen to customers prior to product development efforts and inform front-line employees' decision-making.
  • customer focused business

  • Funding of Employee Engagement in Customer Experience Management: Incentive pay, recognition and rewards, customer journey maps and touch-points and customer life cycle, cross-organizational collaboration, internal satisfaction, change management and stakeholder management, internal communications, and internal staffing.
  • Employee Engagement

Recommendations: Expand your VoC audience by streaming relevant customer feedback to all employees company-wide. Scrutinize your voice of customer data collection to ensure you are capturing relevant feedback to guide the day-to-day work of all employees. Recommendations for stronger customer experience strategy, cross-organizational cooperation, and business results are provided in the study, which can be accessed at www.ClearAction.biz/benchmarking.

b2b customer experience 2013See the table of contents of the Annual ClearAction Business-to-Business Customer Experience Management Best Practices Study and buy your copy today.

See more information about the customer experience success factors that were identified through the B2B CEM study.

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2016-10-16T12:08:29+00:00

About the Author:

Lynn Hunsaker is CEO of ClearAction, a customer experience consultancy that grows businesses by helping them become preferred -- not just referred. ClearAction is architect of the CX ROI Maturity Assessment, CX ROI Building-Blocks System, and CX Enablement Playbooks for starting, expanding and energizing customer experience business results. ClearAction created the first online course covering the 6 competencies for customer experience success.   Lynn's career in the customer experience field began in 1991 as chair of a 12-country, six-division taskforce designing customer satisfaction methodology at Sonoco Products. At Applied Materials she led company-wide customer experience transformation as Head of Corporate Quality.   See more at https://ClearActionCX.com/lynn-hunsaker/

2 Comments

  1. Joe McFadden 2012/02/23 at 09:18

    I find the fact that only 29% of customer facing employees are receiving customer feedback troubling. These are the people that deal with your customers day in and day out and are acting as the voice and face of your brand. How often does a customer deal with the C suite? You need to empower the people who actually handle customers to perform.

  2. Lynn Hunsaker 2012/02/23 at 09:52

    Thanks for your comment, Joe. Actually, only 29% of B2B companies in the study say they’re sharing customer feedback with their customer-facing employees. I suppose when those 29% of companies do it, they’re probably sharing with all the customer-facing employees in their company.

    I like your points about the frequency of customer interactions with the c-suite versus customer-facing professionals! As the article advocates, it’s definitely best to make sure voice-of-the-customer is well understood by ALL employees!

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