One of the key aspects of customer voice models is to be able to act with guarantees on Feedback received. To this end, we recommend adopting the Close-the-Loop, standard protocol that works in two planes:
- Inner loop: Resolution of customer-specific problems at different points of contact.
- Outer loop: Design of action plans for systemic improvements based on the learning and standardization of cases derived from Inner Loop.
In short, the Close-the-Loop encourages continuous attention to our customers to identify what they do and what they don't like in each of the interactions they have with our company.
VOICE OF CUSTOMER INNER-LOOP FOR SOLVING PROBLEMS REPORTED BY CUSTOMERS
As we have already mentioned, the Inner-loop seeks to identify in a timely manner if a customer is reporting any dissatisfaction associated with a recent interaction. This early detection should allow us to channel the case to a responsible team that will carry out the “closure” by explicitly offering a resolution.
Operate the Inner Loop requires systematic coordination between different areas of the organization, so it is important to outline its operation to ensure its proper functioning. Here are some guidelines that can help you in this regard:
1. Evaluate the Experience
Include a question in all your transactional and relational surveys that allows you to group customers according to their assessment. The most commonly used examples are Net Promoter Score (NPS) and Customer Satisfaction (CSAT).
Make sure that your survey allows you to leave open comments. Remember that a detractor/dissatisfied customer is likely to express their dissatisfaction in more detail. These comments are very useful when analyzing the causes.
Segment your response base, separating those cases in which the customer is not satisfied with their experience received and identify what are the Drivers or attributes that are conditioning you.
Channel all those cases that need to be treated to people within the organization who have the necessary powers to provide a resolution directly.
2. First listen
Make sure that before contacting customers there is prior work to analyze each particular case. If possible, provides the greatest amount of data operational ones that allow management areas to consult the customer's history with the intention of preparing an alternative for closing.
When it comes to contacting the customer, empathy must prevail. Therefore, the first thing is to offer an apology and grant you the right to tell us about your situation with the degree of detail you want or need. During this part of the communication, it is essential to maintain active listening that allows us to validate our alternative solutions.
3. Offer a Determination
Having done the above-mentioned work, we should be able to explain to the client what are the causes that have led to their dissatisfaction and what are the alternatives available to them.
It is highly likely that there will be cases in which the customer demands a solution that we are unable to offer. In these situations, it is advisable to clarify the reason why we cannot specifically offer what they are demanding of us.
4. Learn and Improve
Identify the similar situations that occur most often and analyze which solutions have worked best. Make sure that the entire resolution team knows the most successful cases for them to replicate.
5. Case Escalation
On the contrary, we must make sure to document those repetitive cases in which we have not been able to offer an alternative to the client or in which, even giving him possible solutions, he has not been completely satisfied.
The teams of the Outer Loop they should go into analyzing each of these situations to offer root solutions.
TRANSFORMING THE ORGANIZATION THROUGH THE “VOICE OF CUSTOMER OUTER-LOOP”
El Outer-loop analyze the set of situations presented in the Inner-loop seeking to give systemic meaning to what is happening with our clients.
So, close in Outer-loop means developing initiatives or plans that include solutions to problems that are repetitive, or formalizing actions that maximize the benefits of successful procedures.
All actions coming from the Close-the-Loop they should be promoted in a timely manner, so it may be useful for you to take into account the following points:
6. Analyze Trends
It concentrates the information that comes from the client and performs an analysis to identify patterns that indicate the presence of deviations that require treatment at the organizational level to be exploited or resolved.
We strongly recommend associating deviations to specific moments and stages within the Customer Journey.
7. Prioritize Deviations
It is possible that over time you will accumulate systemic deviations that require specific treatment. Establishes a criterion for prioritizing those situations that have the greatest impact on customer experience and that represent the least implementation effort for the organization.
8. Design Action Plans
Based on your prioritization, create multidisciplinary teams responsible for ideating, planning and implementing experience transformation actions. Compare the experience indicators before and after the solution to determine the success of each of the initiatives.
9. Communicate Achievements
One aspect that we tend to pay little attention to is the communication of the organizational achievements that result from the operation of Outer Loop. By communicating internally the results of the actions, we generate a greater climate of involvement on the part of the different work teams.
10. Empower the team
All actions that result from the Outer Loop they necessarily have an impact on the areas of direct contact with the customer and therefore on the way of executing the Inner-loop. Make sure that all work teams know in detail what improvements have been implemented for ensure that they have the desired effect when interacting with the customer.
Operate a customer voice model without activating the feedback: ERROR
One of the worst feelings we can generate in our customers is request that they give us their feedback and then do nothing about it. In some way, we would be encouraging the disaffection of those who, unfortunately, have had a bad experience; something like a ratification of their reasons for anger.
This being the case, the fact that we have the right methodology to react appropriately to the Feedback, is one of the most powerful weapons we have to change the minds of detractive clients, since we will show them that we not only listen to them, but also act accordingly.
%209.46.03%E2%80%AFa.m..webp)
