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CX Research

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CX feedback why bother?

The fundamental business benefit of CX feedback is that it can help identify areas of product and service refinement – removing customer ‘friction’, as well as driving (brand) agility & accessibility. In turn, this leads to less time troubleshooting, more time innovating – enhancing customer loyalty and deepening brand engagement.

Ask the right questions - in the right way

Whilst there are many ways we can solicit customer feedback, we can also ensure this is a positive, brand enriching-experience for the participant through the employment of a few straightforward measures, for instance…

Overview metrics such as NPS can help track performance but will not show you how to improve. Don’t forget to ask the associated ‘why?’ and ‘what next?’ type questions.

In terms of tonality, remember to sound warm and friendly. CX feedback is another customer touchpoint and offers you the opportunity to reinforce key brand values.

Be channel relevant

The various channels (servicing & acquisition) vary widely as touchpoint experiences. Any CX feedback activity must be appropriate to the channel.

Regardless of the specific approach adopted, it is important that KPI ‘golden’ questions/metrics are incorporated so as to provide commonality of comparison.

Manage the data streams

Embedding a data-management platform (DMP), within your programme, enables all relevant feedback data to be stored and managed centrally. Ideally, the DMP should also dovetail with any other CRM and analysis tools deployed (Salesforce, Tableau, etc).

Such an approach is ‘holistic’ in its perspective and will increase project learnings incrementally, helping transform the CX feedback into more manageable, and importantly, actionable outputs.


CX feedback activity should NEVER lose sight of its raison d’etre, to bring about action!

In our experience, the ACDC (Actionable, Clear, Digestible, Concise) acronym is a nice way of remembering how CX data should be collected, utilised and disseminated. Simply collecting data does not unleash its business effectiveness. It is not the amount of data that is important, it is what organisations do with the data that matters.

Well-executed and effectively-communicated insight programmes should ‘start fires’ across the business, driving purposeful action.


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