When was your last customer insight? Better yet, how did your teams use that information to take action and achieve results? If you find yourself searching for an answer, you may have found a problem—one that likely traces back to the implementation stage of your customer experience (CX) measurement program.
Too often, brands launch their CX programs only to let them sit in siloes. While that’s problematic in and of itself (which we’ve addressed in a prior blog), it has some secondhand effects as well. Because even if the program surfaces insights, those siloes usually mean there are no channels in place to communicate insights—and the potential impact gets stifled by a lack of organizational awareness.
The good news? Whether your program is tenured or just getting off the ground, it’s never too late to build a communication strategy designed to spark and sustain a shared commitment to the customer experience. Here are some ideas to get you started.
Integrate CX program insights and action plans into internal communications
One of the most frustrating things about tackling the communication challenge is how easy it is to avoid in retrospect. That’s because most multi-unit organizations already have channels in place to communicate important messages across the organization. With early buy-in from the leadership team and a little bit of foresight, you can proactively put an emphasis on the program by incorporating CX findings into existing channels like:
Incorporate scores and analyses regularly in your company conferences
While working insights into your brand’s day-to-day communication channels is great, it doesn’t guarantee they’ll get the attention they deserve. To make the leap from insight to initiative, you need to put a spotlight on the information that will help you move the needle in significant ways—and there’s no better place to do that than your annual company conference.
For example, Domino’s Pizza Group UK & Ireland—the largest master franchiser in the Domino’s system—discovered that when customers were highly satisfied with the top 4 key drivers, they were 94% likely to be highly satisfied overall. And more importantly, they paired survey results with sales frequency data to establish clear linkage between Overall Satisfaction and location-level financial results.
To get franchisees and field teams engaged with the program, DPG then put a heavy emphasis on these findings at the annual event—from the CEO’s presentation to individual breakout sessions. As clear action items emerged and gained traction, DPG was able to improve scores for each of the drivers, leading to an 11-point increase in Overall Satisfaction.
Put relevant CX data on meeting agendas across departments
The biggest hurdle when it comes to communication is a “not my job” mentality for departments that don’t have direct ownership of the program. And the easiest way to overcome it is to prove that it’s not an added responsibility—it’s a valuable tool that ultimately makes everyone’s job easier. To make that undeniably clear, look for opportunities to:
For front-line employees, implement things like shift huddles and breakroom scoreboards to make sure the CX program is a routine part of their job and stays top-of mind. Having everyone on the same page and putting the customer first eventually manifests itself into improved customer interactions, which leads to increased loyalty and better financial performance.
Communication is an ongoing process
If it’s going to last, your CX program has to take hold across departments and at every level of the business. And that means you need to find ways to share challenges, formulate cross-channel action plans, and celebrate areas of success—broadly and consistently. When it comes to something as important as your customer experience, there’s no such thing as overcommunicating.
To learn how to position your program for success, check out our best practice guide: 7 keys to launching a successful customer experience program.
Jennifer McKenzie | Director, Client Insights