Retailers Waste Time with Critically Flawed Surveys

by Martha Brooke on November 1, 2016

It seems that we’re asked to take a customer satisfaction survey with nearly every purchase. But do you ever wonder…do they really care what I have to say?

Our 2016 Customer Listening Study, the first of its kind, evaluated the customer satisfaction surveys of 51 top US retailers. The main finding: retailers like Lowe’s and Wal-Mart waste customers’ time—and their own—with critically flawed surveys. No company was completely scientific in its approach; nor did any company fully connect with customers in a thoughtful, compelling way.

Yet retailers issue millions of customer satisfaction surveys daily—which begs the question of whether these surveys are worth the paper they’re written on. To find out, we objectively evaluated 15 survey elements, in areas such as information quality, customer engagement, and branding cues.

The average survey quality score was 43—an F grade. We found two main problems with the surveys:

    • They collected largely inaccurate data.
    • And failed to demonstrate active customer listening.

We also found that:

    • With 23 questions on average, the surveys were excessively long.
    • 32% of all questions lead customers to give answers that companies want to hear.
    • 7-Eleven had the best survey—it was 13 questions, none of which were leading or used biased wording.
    • Family Dollar had the worst survey—it had 69 questions, 29 of which were leading.
    • Nordstrom, the most known for customer service, stated its survey would take 2 minutes—but with 25 questions, it took 4-5 minutes.

This study highlights how easy it is to produce a flawed survey. The findings should be considered by any company with a customer listening program.

To get more value from their customer satisfaction surveys, retailers should apply a scientific methodology, and be sure to connect with customers to show they’re listening.

The retailers selected for the 2016 Customer Listening Study were the National Retail Federation’s (NRF) top retailers, omitting supermarkets and membership stores. Surveys were collected between June 23 and July 27, 2016. Download the Study Report, or watch the 2-minute video.

Have a question about the Customer Listening Study, or want to learn about designing an intelligent customer satisfaction survey? Drop us a line.

3 Ways to Get More from Your Mystery Shops

by Martha Brooke on October 14, 2016

At conferences, I’m often asked about mystery shopping, and it got me thinking: there are a lot of misunderstandings about what mystery shopping can and can’t do.Customer Service Evaluation Mystery Shops

Some see mystery shopping as a simple check-in; others see it as too artificial for an accurate customer service evaluation. Many executives assume they get the same insights from reviews, social media, and direct customer feedback.

Others think it’s all about consumer retail, such as clothes shopping at the mall. They are wrong. Mystery shopping has tremendous value for B2B as well as B2C, and is vital to a thoughtful and well-vetted customer service evaluation.

Obviously mystery shoppers are NOT real customers, and don’t always reflect your average customer—whether that’s a machine parts distributor or a fashion-forward teen. What mystery shopping offers is a high-precision tool to improve customer service in your most vulnerable areas. In addition, it’s highly customizable for different goals. And because it examines what actually happens, it enables you to track actionable customer experience metrics.

Here’s how to use mystery shopping to improve customer service:

1) Use mystery shopping to conduct a thorough, airtight customer service evaluation.

Designed and performed well, mystery shopping ensures that nothing slips through the cracks. It can test almost anything, plus track specific customer experience metrics, such as how associates:

+ Solve problems
+ Explain information
+ Represent your brand
+ Handle different personas (e.g. skeptical, confident, or angry customers)

Testing many things at once is an efficient way to target weak spots, focus on goals, and measure frontline performance against precise criteria.

2) Use mystery shopping for the most accurate apples-to-apples comparison with your competition.

You don’t exist in a vacuum; competitors are always part of the equation, but it’s hard to get an accurate comparison. Customer satisfaction surveys reveal how customers perceive you but they don’t measure concrete differences between you and your competition.

Mystery shopping looks at actual performance, using the same criteria to evaluate you and your competitors for an objective comparison. For example, for an investment strategies client, we used a high net worth persona to call nine of our client’s competitors asking similar questions about market volatility. This enabled us to show our client best practices from the field for handling this specific type of question.

3) Use mystery shopping to test your most difficult situations.

Most of your customer interactions are probably fairly cut-and-dry, with little risk involved. But for every fifty interactions, you might have one critical opportunity to keep or lose a customer. Mystery shopping is the best way to test how your frontline handles these high-risk interactions.

For example, for a client in healthcare, we designed a scenario in which a parent called in with her child having an asthma attack—a rare event, but critical to our client’s brand when it did occur. If you simply listen to twenty-five calls, it’s unlikely you’ll run across high-risk situations like these. Mystery shopping hones in on the moments when your brand and customer loyalty are most vulnerable.

In short, mystery shopping takes the mystery out of customer service. It ensures the most comprehensive customer service evaluation, accurately compares you with competitors, and tests high-risk situations. Done well, it provides actionable customer experience metrics, and uncovers clear steps to improve customer service.

Mystery shopping incorporates Interaction Thinking™, because it recognizes the fact that customer interactions are comprised of many nuanced details and elements. When designed to capture this complexity, mystery shopping pinpoints where you need to make the greatest headway. So, to improve customer service efficiently, incorporate expert mystery shopping into your current customer service evaluation program. You’ll have clear, actionable insights on where to improve most, and the concrete next steps to get you there.

A Really BIG Customer Satisfaction Survey No-No

by Martha Brooke on September 28, 2016

Our company recently began working with a website optimization service. As the introductory phone call drew to a close, our new account manager asked me to take a customer satisfaction survey—and told me, “That’s how I get paid.”

This was useless, awkward, and inappropriate. It showed that what I had to say didn’t really matter. Plus, this was my account manager—there’s no way I’d give him a poor rating that might sour our weekly phone calls.

This entire approach to customer satisfaction surveys ran counter to Interaction Thinking™ because it overlooked how interactions can create value for the company and customer alike. The company could have gotten accurate data (we’ll get to that in a minute), and the customer could have had a great onboarding experience, unencumbered by feelings of obligation or guilt.

Furthermore, the survey was painfully generic. For example, one question was the ubiquitous Net Promoter Score (NPS): “How likely are you to recommend us to a friend?” Not only is NPS so overused that many customers are numb to it—it’s often just irrelevant. Who would I recommend my account manager to? Most of us don’t discuss niche web services with friends. The rest of the questions were equally trite and focused on broad outcomes, not specific nuances.

By the way, if this had been a tech support call, linking employee pay to survey ratings could favor quick fixes that might seem right at first—but don’t fully resolve the issue, and leave customers calling back a week later.

Now, about that data: unfortunately, this company’s survey only gathered selective, biased feedback and inaccurate customer experience metrics. It revealed no valuable insights about the actual quality of the customer experience, or how to improve.

If companies want to master the customer experience to build customer loyalty, they need satisfaction surveys that collect accurate, valuable customer experience metrics—while never sacrificing positive, worthwhile experiences for customers.

Customer Experience: Use The Right Metrics

by Martha Brooke on August 23, 2016

If you’re not achieving your goals for the customer experience, you’re probably not measuring at the correct level; learn what that level is.

Goals:
Companies want to give and get value through the customer experience—what are your goals? To deliver proactive customer service? Reduce customer support calls? Increase customer loyalty? Sell more through each customer interaction?

To achieve your goals, you’ll need to measure the fine-grained elements of your customer interactions. Only an up-close view—not a high-level view—will show you how to actually improve.

Where most companies get it wrong (really wrong) is they spend copious resources tracking the consequences of their customer experience (dashboards, Net Promoter Scores, etc.). But, they barely consider the factors that cause those experiences.

Outcome Metrics:
Outcome metrics are your results. For example, after a hotel stay, you might get a survey with the Net Promoter question: “How likely are you to recommend us to a friend or colleague?” Your answer—if you answer at all—will be a result of your experiences at the hotel. Outcome metrics, whether satisfaction or Net Promoter Scores, allow you to track progress over time. They’re indicators of general performance, but they’re limited. They’re limited because they’re not the tools that will help you to improve.

Nuanced Metrics: The tools that show how to improve.
The customer experience consists of broad factors, such as connection and timing, which break down into smaller elements: the smiles, frowns, word choices, thoroughness of answers, and more. It’s these small elements that you can actually change. Nuanced metrics and methods are the tools that delve into these elements, uncovering your gaps, opportunities, and how to improve.

Quick Example:
Imagine you own a coffee shop and want to sell more coffee. A number of factors and elements are involved:
+ Product: Do customers like the coffee? Is it burnt or bitter?
+ Timing: How long do customers wait? And is there music in the background, so it doesn’t seem so long?
+ Connection: Did the cashiers focus on each customer? Or were they busy talking to each other?
+ Competition: Was a coffee shop on the next block offering free pastries?

You’ll increase sales revenue if you improve underlying factors like coffee quality, wait time and cashier attentiveness. But if you only look at your sales numbers, nothing will change.

Think of it like training to run faster.
To get results, you have to improve factors like: flexibility, endurance, and nutrition.

Each factor is comprised of myriad elements. For example, flexibility depends on: muscle groups, activity level and body temperature.

Devise a plan to improve each element and you’ll improve your speed. Simply measuring how fast you run will never tell you what to improve, or how. You can’t run faster overnight—but you can do 20 extra minutes of endurance training, 15 minutes of stretching, and eat healthier foods.

Wow VERSUS Satisfaction: Where Do You Need to Be?
How deeply you examine the factors and elements driving your outcomes depends on whether you need to satisfy or wow.

• Wow: In a competitive market, or when customer experience is one of your differentiators, you’ll have to “wow” your customers. “Wowing” requires you to unpack the customer experience at a granular level.

• Satisfaction: But, if you’re the market leader, achieving satisfaction is probably enough—and while you’ll still need to examine the details, you won’t need to scrutinize the subtleties.

Clarifying the Difference Between Satisfaction and Wow:
Customers are satisfied when their perceptions match their expectations. Customers’ expectations are set by your marketing messages, nearby competitors, and other companies comparable in your marketplace. Customers’ perceptions result from their direct experiences with you. Satisfaction is ok… but it’s NOT memorable.

On the other hand, to wow is to exceed expectations. This calls for consistency, surprise, and customization. For more about “wow” get our free overview.

Whether You’re Aiming for Satisfaction or Wow, Know Your QCI™ Score.
At Interaction Metrics, we’ve developed the Quality of Customer Interaction™ Score. QCI™ is more actionable than NPS and other single-input metrics. This is because it accounts for multiple aspects of the customer experience, weighted by what matters most for each customer and their situation.Interaction-Metrics-Key-Measure

Customer Experience Metrics & Methods: Align Them.
Your goals, metrics, and methods should fit together like a puzzle, each piece complementing and informing the other. To get the clearest read on the customer experience, use a hybrid approach—because every method has pros and cons. For example, surveys are easy to do, but fall short because customers are rarely conscious of the details affecting their experiences.

Hybrid approaches also deepen insights. For example, to gain competitive edge, service evaluations pinpoint where you’re losing customers, while interviews uncover customers’ innermost thoughts and feelings.

Measure. Grow. Transform.
The best thing about using nuanced customer experience metrics with the right combination of methods is that next steps become abundantly clear. Next steps can be workshops, model answers, optimized interaction maps, director’s cut audio… the sky’s the limit.

Bring It All Together:
For any customer experience goal, whether that’s to increase conversion, inspire customers, win market share or anything else, you’ll need to:
+ Stop relying on outcome metrics
+ Embrace nuanced customer experience metrics
+ Combine metrics with the right methods
+ Apply powerful, engaging next steps

Let’s discuss your goals and the best metrics and methods for you with a free MetricsLAB™. Your takeaways will include: the pros and cons of different metrics plus a few preliminary ideas to advance your measurement. It’s 25 minutes. No strings attached. Improve your customer experience metrics. When’s good for you? Sign up here.

Starbucks: Your Customer is NOT Your Guinea Pig

by Martha Brooke on August 18, 2016

It was the typical noon-time rush at my local Starbucks—certainly not my favorite time to stop, but I was hungry and needed a snack. I ordered a drink and a bagel, and moved out of line to wait. My drink came out quickly, but five minutes later there was still no bagel. I caught the eye of an associate and asked where the bagel had gone. “Oh that’s the new guy, he’s still learning the ropes,” was the response I received. No apology, no attempt to rectify the situation…It got me thinking: Situations just like this occur every minute, all day long, because with customer service comes high turnover—so there’s always the new guy, but customers shouldn’t be their guinea pig.

The lunch rush? Of course that’s not the right time to bring a new employee up to speed. They should be prepared for all situations before they’re assigned a shift. And to prepare associates for providing great customer service, you need to coach them using roleplay and plenty of immersive examples. Don’t just tell them how to interact with customers, have a process that shows them what great customer service entails.

When your employees do make mistakes, and they will, have a procedure in place that uses the situation as an opportunity to build value. If the Starbucks associate had said “Thanks for telling us—we’re a little out of process today and I apologize. Here’s a card you can use for any drink—and next time I hope you’ll find us more in step.” With this, I would have felt appreciated, like a valued customer, not like the forgotten consequence of training gone awry.

All great customer service is built on great process, not great people. Sometimes in customer service, associates come to you with seemingly innate skills for connecting with customers and making things right. But those amazing employees are mostly luck and luck’s not a strategy. You can’t control your associates’ every words and you can’t control that one missing bagel, but you can have processes in place to deal with situations in a way that’s positive for employees and customers alike.

To create processes that drive great customer service, catalog and model each step of your everyday interactions. Next, make sure your customer experience team measures how often—and how well—your associates adhere to those models.

The truth is your new guy is an opportunity. He shows where your processes are failing. That’s exactly what you need to know to stay ahead of your customers’ expectations so they don’t go blogging about missing bagels. Starbucks, you’re good; you could be even better!

Are You Benchmarking OR Innovating?

by Martha Brooke on August 10, 2016

Benchmarking has a history of helping businesses compete in global markets. But these days, many companies are missing out on the opportunity to innovate due to an over-reliance on benchmarked metrics.

The practice of benchmarking was born in the 1950’s with companies like GE and Toyota. Then, what was in vogue was a process called reverse engineering in which companies examined competitor products to find out how to make their own products better.

In the 1970’s, a struggling Xerox took a cue from reverse engineering, but shifted the focus from product features to all the processes (including customer service) that drive success.[i] Since then, benchmarking has spread like wildfire—but so have its critics who call benchmarking a “virus,” and “a recipe for myopia, me-tooism and mediocrity.”[ii]

The problem is that while benchmarking is important—because it helps you keep an eye on the competition—it’s not enough. Benchmarked metrics merely skim the surface, and if you spend too much time watching your peers, you’re probably not allocating the resources you need to fully differentiate or innovate.

Customer service contact centers suffer the most from benchmarking’s shortcomings, using metrics like time-to-answer and first call resolution (FCR) as the golden mean for operational targets. And they often fall back on generic tools like SurveyMonkey to collect outcome metrics such as customer satisfaction (C-SAT) and Net Promoter Scores (NPS).

So what do you do instead?

Recognize that the customer experience is complex—more complex than an FCR rate or NPS score. Experiences consist of multiple factors, such as information, connection and timing, which break down into smaller elements like thoroughness of answers, proactivity of explanations and word choice. While benchmarked metrics can capture parts of this experience, and perhaps alert you when something is going very wrong, they won’t give you the nuanced information you need to demonstrate market leadership.

If you want customer service that differentiates your brand and builds customer loyalty, you must take a deep look at your company and customer interactions, and use metrics that compare your performance against your own brand promise. Every company has its own signature and opportunities to innovate. To make your company stand apart, you’ll need to demonstrate your signature—and this requires granular metrics.

The companies that are succeeding in today’s global marketplace are the innovators, so make sure you are challenging yourself beyond benchmarking. Make sure you are rallying your team to measure the granular details that really matter.

References

i. Canada. Performance Management, Alberta Finance. Other Performance Measurement Documents: Results Oriented Government. Alberta: 28 September 1998.

ii. Brierley, Sean. “Benchmarking Causes a Loss of Focus.” Finance Week. 01 June 2005.

Genius Tips to Improve Your Customer Survey

by Martha Brooke on July 22, 2016

An Analyst Perspective on Customer Surveys:

Customer surveys make up a multi-billion dollar industry, and many of us get at least one per day. But just because surveys are everywhere doesn’t mean they’re always good.

At Interaction Metrics, we often find that companies assume they’re ready to launch their customer survey as soon as they’ve opened a SurveyMonkey account and pieced together a few questions. However, once we show them what their survey could be, they quickly see that a grab-and-go approach is counter to their best interests.

Interaction Metrics Customer Surveys
The problem is that customer surveys are easily plagued with biases and other flaws—resulting in data that’s inaccurate or that fails to uncover the drivers of customer loyalty. So read on to learn tips and tricks for better surveys, and keep in mind these two main themes:

+ Your entire survey approach, from who gets the survey to who analyzes it, must be carefully constructed, vetted, and executed to avoid biases and other flaws.

+ Unless you pay careful attention to your survey wording, you’ll only capture what your customers say, and utterly fail to uncover how they actually feel. As behavioral economists and Gallup researchers have shown, this is significant because feelings—not thoughts—correlate with buying behavior and customer loyalty.[i]

3 Genius Strategies to Improve Your Survey Immediately:

Strategy 1: Ask your team, “How committed are we to capturing truly accurate data about the feelings, needs, and experiences of our customers?” Having a conversation about which touchpoints your survey should address, and how to design an accurate (statistically-valid) methodology, is essential.

Strategy 2: Stand back and take a multi-perspectival view of your survey. Look at your customer survey from many angles:

  • The customer’s perspective—is it easy to take?
  • An operations perspective—does it uncover actionable insights?
  • The marketplace—how does your survey compare with the competition?
  • Your CEO—will your survey engage them with the voice of the customer?

Strategy 3: Brainstorm how to augment your customer survey with other measurement methods. Social media research, customer interviews, and touchpoint questionnaires are all great ways to supplement your survey. Customer interviews are particularly valuable because they capture the true voice of the customer and highlight the nuances of specific customer situations. Using complementary methods vets the validity of your survey and helps expand your customer insights.

Genius Tips: Know the Pros and Cons of Customer Surveys:

The Pros: There are a few simple reasons why customer surveys are so widely used across industries around the world:

  • They’re quick.
  • They’re cheap.
  • They allow customers to vent, which can boost opinions of your company.

When customer surveys are done well, they:

  • Provide digestible, quantitative data.
  • Uncover nuanced qualitative insights.
  • Enable progress to be tracked over time.

But despite the benefits of a great survey, it’s dangerously easy to design a bad one. Popular platforms (like SurveyMonkey and SurveyGizmo) are great for survey deployment—but only after you’ve carefully designed and vetted your questions. Make sure to account for the numerous difficulties and problems that can arise in survey design.

The Cons: Let’s look at some of the most common survey problems:

+ Sampling Issues: There are two main sampling issues—sample size error and sampling bias. Size error occurs when the sample is too small to fully reflect the target population. Sampling bias occurs when the populations surveyed are incorrect or incomplete. Both lead to misrepresentative results.

+ Response Bias: Even if your survey is distributed to a 100% unbiased and representative sample, the actual response population may not represent the target population. The most common response bias is that highly satisfied customers respond to surveys more than dissatisfied and neutral customers.

+ Wording and Execution Bias: One of the biggest problems in survey design is that the questions themselves bias the results. If answers are too limited or lack an “other” option, customers may select an answer that doesn’t reflect their true feelings—and if the question is required, customers will be forced to. In the same vein, subtle positive or negative wording can subconsciously affect a customer’s response.

+ Rigged Process: Employees can skew their own survey results with self-administered survey selection, rigged research design, or outright cheating. This happens for a variety of reasons—fear of demotion, criticism, links between survey results and employee bonuses, or even just a lack of outside perspective. Whatever the reason, a gamed system fails to produce accurate data.

+ Irrelevant Questions: Many surveys ask questions that are important from a management standpoint, but that don’t resonate with or even make sense to customers. In other cases, questions are so general or removed from the lived customer experience that they simply aren’t relevant enough to provide meaningful data.

You’re on your way to becoming a survey genius, but if you need to call in the real experts for a brainstorming session, we’re ready to help! Interaction Metrics is known for designing exceptional customer surveys that deliver actionable, nuanced results. Intrigued? Check out our free, no obligation MetricsLAB™. It’s a great way to learn about the best metrics to accomplish your goals and advance your survey strategies.

References
i. Fleming, John K., Curt Coffman, and James K. Harter. The Gallup Organization. “Manage Your Human Sigma” Harvard Business Review. 83.7 (2005).

What You’ll Never Get from NPS (Or Any Other Outcome Metric)

by Martha Brooke on June 30, 2016

Every company has its own take on customer experience—what are your goals?

Perhaps you’re looking to stage the customer experience to strengthen customer loyalty and retention. Or, maybeNPS is just an Outcome Metric you need more proactive customer service to increase First Call Resolution (FCR). Sometimes, customer surveys paint a rosy picture, but your sales numbers tell a different story—and you need to know what’s slipping under the radar.

Lots of companies use outcome metrics like the Net Promoter Score (i.e. “How likely are you to recommend us?”) to gauge customer satisfaction and overall performance. And in some cases, this is enough—especially if you don’t have anything specific that you’re looking to change or improve. But if you have an area that’s lacking, NPS will never show you what’s going wrong and how to fix it—and neither will any other metric that measures outcomes, and ignores root causes.

Processes Drive Outcomes

Nothing appears out of thin air. Behind every outcome (be it customer satisfaction, NPS, sales, etc.) there are many subtle and not-so-subtle root causes and processes. When an outcome needs improving, you have to get up close and take a hard look at all the dynamics at play. This is how you identify concrete ways to manage your outcomes.

Here’s a quick example. You own a coffee shop; the number of drinks sold per day is the outcome you want to improve. Processes that shape this outcome include: coffee quality, wait time to order, wait time to receive order, cashier engagement, local competitors, and dozens of other variables.

To get a handle on your sales, you’ll need to uncover information such as:

  • What exactly did customers like and not like about your coffee?
  • How long did they wait in line?
  • Did they receive proactive customer service?
  • Did the cashier meet them where they were at and respect their mood?
  • Was the coffee shop a block over offering free pastries?

 
So take a critical look at all the inputs that drive your outcomes. Once you measure those inputs, you’ll know where to focus to efficiently create the greatest improvement—and meet your goals!

Unstructured Data: Mining the Gold

by Martha Brooke on June 16, 2016

Unstructured data presents a goldmine of information, but mining that gold is no easy task—it requires coding with detailed text analysis. To be clear, unstructured data includes customer survey text comments, customer service calls, emails, chats, reviews, Customer Survey Text Analysisand other narrative sources of information.  It’s the data that doesn’t fall into neat, easy categories—so the signal often gets lost in the noise.

Some companies are so stumped by their unstructured data that they just toss it and hope no gold nuggets were lost. This is a grave mistake because customer verbatims are—quite literally—the voice of the customer.

Here’s what’s going on with unstructured data:

  • Companies don’t know the best practices for quantifying their unstructured data, so they rely on out-of-the-box software solutions. Or worse, they simply read the comments, but this doesn’t provide the precise metrics you need for success.
  • In our ROI-driven world, managers are unsure if rigorous text analysis will lead to a profitable payoff—but the fact is, it probably will.

 
Food for Thought: How would your company be more profitable with greater visibility into your unstructured data?

Go beyond simple tone and sentiment analyses. With text analysis you’ll have customer effort metrics, department-specific recommendations, and meta-themes in your customers’ experiences. To find out more, sign up for our complimentary MetricsLAB©. It’s a great way to learn about the metrics you get from unstructured data, and whether they’d be valuable for you.

Want to Fix Your Touchpoints? Lose NPS.

by Martha Brooke on May 31, 2016

Last week I spoke at the Society for Service Executives Symposium in Chicago. As always, when the primary topic is customer satisfaction, there was a lot of talk about NPS (Net Promoter Score). As I have often said, it’s a tired customer survey question—and that’s just one of its shortcomings. Another issue, as Lori Bocklund of Strategic Contact recently wrote about, is that it’s a metric based on a single question—and as she summarized the problem, you need “One Number, NOT One Question.”

Today, I want to reflect on another shortfall of NPS, which is that it lacks actionability. It lacks actionability because it’s unclear which touchpoint it refers to. Here’s an example: A customer gives you a 2/10 NPS rating. You’d want to fix that, right? But unless you know what went wrong, at what touchpoint…well, good luck solving the problem.

Or say a customer gives you an 8/10 NPS rating. That’s better. But it’s only sort of better—because you don’t know what went well, so you don’t know what to replicate.

Actionable customer surveys uncover what’s good and bad—and why. They are touchpoint-specific. As Lori said in her blog, customer experiences are too complex for a single question. The only way to get accurate, actionable data is by asking specific questions relevant to each touchpoint.

Examples of touchpoints include: when the product is delivered, tech support when installing the product, when the product is returned, etc. But customers have different expectations at each touchpoint. That’s why you can’t improve by asking one question about them all.

The fact is that you can GIVE and GET value through each customer interaction—and this is foundational to Interaction Thinking™. However, most companies fail to get value because their survey data isn’t accurate. Or, they fail to give value because their customer surveys are dull and unengaging. So if you want to make the most of your customer survey, you need to zoom in on specific touchpoint details.

Is your customer survey as specific to your touchpoints as it can be? Start for free to find out. There’s a good chance your survey could be giving you more useful value about your touchpoints, while showing customers that you care and are actually listening.