Jon Atkin

Jon Atkin is a Vice President in our Loyalty division. His responsibility is for leading a number of our most important relationships in the Retail industry. His experience is in designing, managing and executing on a number of large scale customer experience, Enterprise Feedback Management and employee engagement programs. 

 

Enterprise Feedback Management – Three big changes for big company employees

Democratize your data and free customer feedback in your organization! That sentiment is at the core of the EFM revolution.  In fact, decentralized ownership of customer insight and action really is fundamental to the success of customer experience management.

Terms like Voice of the Customer, Enterprise Feedback Management and Integrated Touchpoint Satisfaction have risen to prominence over recent years as the role and nature of the customer feedback solution has evolved. Our industry has changed its vocabulary, moving away from the CSAT or Customer Satisfaction program and taking on these new terms and everything for which they stand.

As we see across many industries, the onward trucking of technology has been a major factor in driving new products and approaches on the market. However, in the case of customer experience management, it is not just technology for technology’s sake. The progression has enabled significant changes in the fundamental business structures of organizations.

This idea of decentralized ownership of the customer experience is central to these important developments.  There are three big changes for big company employees when it comes to data democracy, namely:

  • Time to stakeholder: Customer feedback is in the hands of managers seconds after customers have taken part in a survey. This speed is enabled by technology solutions designed around enterprise-wide understanding of the customer experience. The beauty of this is the simplicity of the solution from an organizational perspective. Everything is automated in the background, meaning that widely distributed reporting is made simple, especially when compared to the CSAT world of yesteryear.
  • The role of front line managers: A natural extension of this is that organizations are able to empower their managers with instant customer feedback. Managers have constant access to their real-time survey results, blended with other business data like sales information and operational metrics. Meanwhile, they are tasked with resolving alerts for negative customer experiences – sometimes before the customer has reached their car.
  • The role of the research team: Research teams have historically had a huge administrative burden in receiving, reviewing and sending hundreds of customer satisfaction reports for the various parts of the organization. With this process largely handled by the integrated software, research teams are freed to do more with the feedback. A Chief Customer Officer is then able to expect greater insight into patterns in customer feedback, linkages to big data across the organization and ties to financial results.

These changes are a significant advancement for the role of customer experience management across any organization. This is a welcome evolution both within the organizations we partner with and the industry as a whole.  This type of decentralized ownership of the customer experience should be embraced by senior executives across industries, empowering their front line managers to own all customer interactions.

To read more on EFM and impact on business practices, please download this paper on Enterprise Feedback Management.

June 2013

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