Voice of Customer and web analytics platforms are important. But if you’re using a collection of those tools as a means to understand what experience your customers are having, you’re only winning half the battle.
The problem with Voice of Customer (VoC)
You’ve upset your customer, and now you’re asking them for feedback? Sure there is a lot to learn here but why does it have to be at the expense of your customers? Why are you reacting to problems instead of predicting them? Ok, perhaps you’re balancing your feedback by asking for it randomly or after a positive interaction. If you’re really really good at collecting and analyzing customer feedback you’re still experimenting with all variables. If we learned anything in science class growing up, you know we need a control. So what data sets are you combining with your customer feedback to validate it?
The problem with web and behavioral analytics
I promise I’m not just here to complain about various platforms. Stick with me. With the right web and behavioral analytics you can go a long way. You can validate customer feedback by looking at click paths, conversion rates, visits, bounce rates, etc getting you the control you need to properly experiment. You can probably learn a lot using this approach in combination with VoC. How to you implement your learnings? If you’re getting complaints about a certain webpage or mobile app, and your stats indicate those visitors aren’t clicking/converting it will probably lead you to believe the content or timing or design is bad. You might be right! But what if that page was just slow? What if a plugin or 3rd party service was broken? False positives are a silent killer, I’d hate to change directions on what could be a fantastic design and effective messaging due to a blind spot in my dataset.
The problem with application performance analytics
Most of us don’t have any sort of real visibility into how our IT teams measure the performance and availability of our apps. You might peek into their NOC to see a wall of screens with big green lights on them, indicating systems are up and running. The only time you talk to them is when you have some vague customer feedback that you can’t explain with your web analytics so you make it their problem to figure out or when you have a new feature request. These IT teams treat you as a client, they’ll happily serve your requests while begrudgingly hating your vague requests. They live in a world of managing their own hardware/infrastructure/development costs while hitting their 99.99% uptime service level agreements.
Root of the problem – Building a common language
Let’s group the aforementioned items by the organizations that use them and the way in which the data is collected. VoC and web/behavioral analytics represent the Perceived customer experience while the performance and IT metrics represent the Delivered experience. Pick any one of these items from one silo and try to explain why it’s relevant to your business or IT counterpart. The longer you try and explain it, the longer they’ll wait to hear how exactly that’s relevant to their job and personal interests.
Let’s look at how these supporting systems touch our customer throughout the life of their interactions with us. On the left are the Perceived experience systems and Delivered experience on the right. Rightly so they both include measuring the customer experience, but that dotted line down the middle is a gap. These systems don’t connect in reality and it’s the source of the disconnect between business and IT groups.
Collaborating & making accurate decisions with CX context
If your customer and the way you measure that customer’s experience is the common denominator that follows every other form of measurement, every single business or IT group across your company has the means to communicate. Here are a few ideal potential scenarios that could play out when both group have a common CX starting point:
We’re all driven by our personal goals. Your friends in IT want to work on cool new stuff that makes a difference. Your friends in Marketing want to see their ideas come to life and result in sales. We don’t realize that the way to accomplish this together is by relating CX to these everyday selfish interests. When we can enable one another to accomplish both our personal goals while simultaneously creating an environment for happy customers, you’ll find yourself amongst happy co-workers in a culture of CX success.