For my final CX Stories post of the year, I thought I’d share an updated version of my most popular article in 2022 - on how we’re all living in an epidemic of feedback requests.
It’s become impossible for a customer to call, make a purchase, or visit a website without an automated email appearing to ask for their opinion.
This comes from a well-meaning place. A place of organisations wanting to be closer to their customers, to understand the experience they’re providing.
Except, in most cases, it doesn’t do that.Â
Instead, it creates a mountain of data focussed on averages not actuals - an average call waiting time of five minutes is less interesting than knowing 5% of customers waited for half an hour - and gives the impression of being close to customers, but actually shields senior leaders from reality. Any unappealing results are often put down to the wrong sample size or a mistaken methodology.Â
More importantly, these endless surveys create extra work for customers when they’d really rather be spending time with friends, family, or fooling around online. Organisations are outsourcing their insight gathering responsibility, asking customers to give them the answers instead of interrogating the data they already have available within the organisation.Â
Broadly, these feedback surveys can be categorised into five groups: the pointless; the self-important; the immoral; the demanding; and the downright weird:
The Pointless
The Self-important
The Immoral
The Demanding
The Weird
The Good
Understanding the experience being provided to customers is crucial to creating a customer-led organisation, and asking for feedback is an important part of that. But it needs to be done in a way that isn’t intrusive or time-consuming, and in a way that creates action within the organisation.
I’ve always liked Wordpress’s simple approach:
And the way if you give feedback to Pocket, they respond and ask to find out more:
Or maybe London Underground had it right in the 1920s (an idea so simple, even the telephone is shocked)
So start by using the data you already have available – the dropout rates, error rates, call waiting times, actual referrals and more – and only ask customers for what you can’t work out.
Focus on actuals, not just averages, bringing to life the most extreme experiences that cause people to love you or leave you.
And make time to understand customers at the thick end of the wedge, talking to them directly about what matters to them in their life, not just to your business.
Doing that will help you understand the real human impact of the customer experience you create, as well as giving customers time back to see their friends, have a conversation, and maybe recommend you for real.
*Credits for all photos can be found on the CX Stories Instagram page*