Forrester sees three tectonic shifts in B2B Tech CX measurement
- Level of focus: Look at traditional account level or other views
- The amount of feedback: Are we effecting the feedback by the number of surveys
- Channels and channel partners: where does it fit in our business and the CX experience
Question: From account level measurement to something else……. what is it?
Question: Are you looking at your customers today?
Answer: We are looking at both. We do segment surveys. We are looking at the account level and work with sales team. We marry a relationship survey with touchpoint surveys to try and get the holistic view. From that we get a nice correlation. We tied NPS to a financial model. It lets us drill down nicely. Finally, we (CA Technologies) look at it a product level.
Answer: Rich from ADP. We are looking at an account level. But we were too reactive. It was siloed. We were fixing issues but not connecting the dots. That led to a lack of actionability. When we changed to the entire client journey we were able to see upstream and downstream acts. Next up is to run correlation analysis against the data.
Answer: Lisa from DST Health Solutions. Everything we’ve done is a little different. We have a smaller client base so we go deeper with ethnographic research. I started with a blank slate. We work on themes that resonate with clients. We take lessons learned with projects completed with our clients.
Answer:Roxy from Forrester. We took a lot of data from a variety of sectors. When we aggregated at the account level we didn’t see much interesting nuance. “Averages obscure nuance” Forrester made the decision to show an account level score but then dive deeper into the lower level in the many parts of the journey. When we moved from account level and looked at acquisition, the score was in the 80’s. however, in rollout, the score might be much lower. It shifted out from the account to the account plus life cycle.
Question: from over-surveying to other ways of collecting feedback. It’s the tragedy of the commons.
Answer: Rich from ADP. We are on the “journey”. The first step was identifying the enemy and it was us. We over-surveyed. They applied the survey results to compensation. In some instances, clients were surveyed three times with the same survey to the same person. A lot of businesses provide products and they each think they own the relationship. We went to Medalia and centralized the entire survey process. It provided a lot more transparency and a much more holistic view to our customer.
Answer: Dayton from CA. We used a software transition to centralize the data. It was about a better experience but also about retaining that data that was previously thrown away. Rule: close the loop with the customer. “I hear you and here’s what we are going to do about it.”
Answer: Lisa from DST. Our approach is more qualitative. We are earlier in the journey as well. We had various surveys and if we started there, we wouldn’t get any new insight. Now I know what questions to ask. Feedback as a process.
Answer: Roxy from Forrester. It’s about circling back and telling them what you are doing as a result. We are all surveyed. Customers don’t want to give feedback unless they feel something will occur because of it.
Question: From channel partner to …. what?
Answer: Dayton. We survey our partners. We also survey together our customers. Finally, we do co-creation work. The conversation has to circle around value.
Answer: Roxy. Look at channel partners and educate them. Help inform them about the CX they can deliver.
Other
CA: Our big moment of illumination came from the journey maps and applying data to each stage of the journey.
ADP: We also look at it as a series of touch points.
Forrester: We look at decision makers and weight them if there are multiple decision makers. We also look and ensure that they are major decision makers in the phase.
CA: We sample deeply to understand who are the decision makers. It’s mastering the complex sale.
