Over the last few years, it seems as if masses of companies have decided to start “measuring” customer experience. They seem to view this as a strategy. It’s not a strategy! In fact, it can be a major annoyance.
Instead of surveying customers (which leads to dysfunctional interactions), focus on improving customer experience. Clearly, don’t waste everyone’s time unless you are committed to making improvements. Instead of surveying customers, ask customers questions that help you make their experiences better. And do something with what you learn.
Who should ask the questions? Senior management should call at least 5 customers a week to ask open ended questions about their experience. Time should be devoted monthly with executives reporting out what they have learned. That can become a list of improvements to be made that someone is accountable for delivering. Companies that take this approach make huge progress. Customers are impressed.
The bottom line: Stop surveying, start improving.
Bruce Temkin just ran into a great (negative) example of a great customer experience principle: Don’t waste customers’ time asking them questions unless you are prepared to act on what they say.