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Episode Info: Does Your Organization Have a Customer Experience Program? Thinking About It? In today’s interview, Steve Walden, author of the new book Customer Experience Management Rebooted, argues that too often our corporate obsession with metrics in customer experience programs leads us astray. We end up focusing too much on improving efficiency, so we can “prove” the ROI, and lose sight of the actual customer experience. Gaming & Gifting There’s the classic example of call centers where staff are rewarded for “resolving” problems in the shortest amount of time, which typically leads to gaming the system by doing things like: * trying to avoid taking calls from customers you know are likely to be difficult, and * rushing customers off the phone before their problem has actually been resolved. We’ve tried to get around such gaming with things like instant follow-up surveys on the customer’s experience with the rep. But that can lead to what Walden calls “gifting“: you feel sorry for the rep so you give them a good score even though your problem hasn’t been solved. That leads into another measurement problem: NPS, or Net Promoter Scores. Should You Even Be Using NPS? Often, the post-call surveys are based on the NPS approach. They’ll ask things like, “Based on your experience, how likely are you to recommend us to a friend?” I’ve written extensively on some of the challenges with NPS (see, for example, Why the Net Promoter Score is Overrated (& What You Should Measure Instead), Are You Making This Net Promoter Score Mistake?, and Time to Stop Worrying About Your Net Promoter Score (NPS)?), and Walden points out some other problems with NPS. In particular, customers aren’t rational, measuring machines. In the customer’s mind, experience is NOT the sum of all touch points. As Walden put it: In a research project he did with a former employer, they found that 1/3 of those who gave a score of 9 or 10 (what NPS considers “promoters”) would &Read more »

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