Customer insight is important to Web conferencing software company Cisco WebEx, but until this year the company had no real strategy of how to manage it effectively. "All we'd been doing was an annual relationship online survey, which was about 20 minutes long," says Kathryn Williams, senior manager of customer experience and loyalty. "The cost was very high and the data lacked insight."
Williams partnered with Confirmit to upgrade WebEx's voice of the customer (VOC) capabilities and improve its ability to gather and act on more customer feedback. Important to the VOC overhaul is the use of live reporting and the ability to create dashboards that put trending information in front of executives based on which statistics are most important to them.
"It all comes down to the accessibility of the data," Williams says. "I can look at the company score, team scores, and individual scores all within one screen. Web-based hierarchy isn't something we had previously."
In addition to the annual surveys, Cisco WebEx added more than 20 transactional surveys to the VOC dashboard. They cover everything from technical support to customer service and training, and typically go out during the first 60 days of the customer lifecycle. Each one is sent to relevant customers business rules ensure that a customer doesn't receive too many surveys. Rather than simply collecting and storing the data, Williams and her team act on the results in real time.
"We have alerts, follow-up plans, and rules that tell us when a customer has rated something negatively," she says. "We get back to every customer with a problem within 24 hours, and we feel that responding immediately raises customer loyalty over time."
Negative comments are also valuable for process improvements. Within the first three months of the VOC program the company fixed 101 aspects of its billing and invoicing system; all issues that came to light in customer feedback. "We looked very closely at the first 90 days of our customer experience and revamped how and why we talk to customers," Williams says. "We created a touchpoint process and training program based on what we learned."
Contact center employees are trained to master three interaction touchpoints, rotating among them every 30 days. In addition, any employee who receives three weeks of low scores is retrained on customer service processes and technology.
"In the first quarter after we switched how we did things, we saved $250,000 in time and money," Williams says. "We can deliver a better experience, and it all begins with asking customers what they need and how you can do better."