Many companies implement customer relationship evaluation tools, particularly via satisfaction surveys. These companies often focus their attention very early on the benefit of key performance indicators to appear on a dashboard, such as the NPS (Net Promoter Score) or the CES (Customer Effort Score). However, the announced success or failure of a customer relationship study is decided well in advance. Today, when a company wishes to launch a customer relationship management study, it can consult different types of players: market research companies, consulting firms, even IT services companies:
Some practitioners (consulting firms or IT services companies in particular) quickly emphasize dashboards and key performance indicators which are then on the rise (NPS, SOW, CES, etc.). The KPI tool then often precedes the in-depth examination of the way the company itself operates,
Other practitioners (mainly market research companies) will seek to leverage their strength in the collection of information, reporting but also their analytical capabilities (explanatory models of company loyalty for example).
However, over time, and despite the interest of relevant KPIs and detailed explanatory models, the real success of a customer relationship management study clearly lies elsewhere: in the upstream review and preparation:
What meaning does a KPI have if we have not previously clarified the customer journey actually experienced versus the customer journey initially imagined by the company?
What is the point of a KPI (NPS, CES or SOW) if we cannot manage to improve it over time?
How to develop a KPI if you have not clearly identified who in the organization is able to implement certain action plans,
How can we carry out such action plans if we have not initially taken into account the comments of those who are supposed to implement these actions: time and means necessary to carry out the plan,
Etc…
In short, what is the point of a customer relationship management study that is not taken into account the reality of the company (organization, lines of responsibility, resources deployed, reaction capacity, etc.)? If we approach such a project in reverse, the study will quickly show its limits... It will certainly constitute a short-term event for the company which begins this approach, but will quickly become, at best, one of those dashboards which are no longer read. At worst, it will distance many audiences from the approach, making a subsequent readjustment of the approach too difficult to mobilize energies again.
It is therefore essential to see things right as soon as possible. It is therefore at the very beginning of the process that it is appropriate to take the time to structure the approach by studying in detail the desired objectives and the organization involved. The KPIs, dashboards and technical aspects (some important) are only the functional consequence of this preliminary examination.
Insightquest offers a support approach to evaluating customer relationships based on expertise built on many years of implementing extensive customer listening systems. This support ranges from the preliminary examination of objectives, taking into account the real organization of the company and actual customer journeys, up to the recommendation or carrying out of the customer experience evaluation study. We regularly intervene to launch new customer relationship evaluation systems or restructure certain existing systems to give them a new dynamic.