A Case for Data Improving Data in Customer Experience Design
Imagine you are the Customer Experience (CX) lead at Moto-Mooter, a national plumbing business. They sometimes have a hard time managing their reputation and controlling customer experiences through thousands of contract plumbers in the field.
Say there was a company that could get Moto-Mooter get found by managing their listings and citations everywhere. This company would help them get chosen by getting local customers to write reviews on Google My Business and other relevant sites to help Moto-Mooter rank higher in search, specifically Google local search. And this company could help them get better by with great business intelligence and reporting.
In this scenario, Moto-Mooter would see a big improvement in leads and top line revenue. They would likely have a 10-12% survey response rate. They would get insight such as the contractors aren’t showing up on time, don’t always clean up after themselves, and are complaining about one thing or another to the customers. Just by knowing the company is sending review requests to every customer would improve contractor behavior and create an increase in scores, loyalty and other relevant contractor behaviors.
All in all, this seems fantastic. Moto-Mooter should call this company quick, right? Yes, maybe they should. Those are all great outcomes. Now take the same story through the CX 2.0 example and move behavior to the front of the line. Moto-Mooter develops a CX 2.0 strategy that starts with a focus on gamifying the right behavior. They start by thinking about Jack, a plumber in Macon, Georgia.
Here is a list of some of the business outcomes they want to drive with their strategy:
- Better customer experiences – Their online reputation has created a lot of friction for corporate. Unpunctual, uncommunicative plumbers are the biggest complaints they receive. Therefore, they hope to drive…
- Improved customer communications
- Plumbers to arrive at the customer’s home within the promised service window, with few reschedules
- Plumbers to clean up after the job
- Improved customer contact information – Moto-Mooter has found it extremely difficult to get the plumbers to update the address, email and telephone numbers for the customers. That’s good data, which could be powerful for marketing and loyalty programs.
- Plumbers to close the tickets quickly – Plumbers often wait until the end of the day or the next morning to update the system notes, job complexity, reschedules and closing of the service tickets. Fixing this would greatly improve call center communication with the customer, as well as survey delivery and response rates.
- More online reviews and social proof – They lose business, because primarily the unhappy customers are the ones telling their story online. Obtaining happy customer stories would be big for creating top line revenue.
- A method to reward top performers and prioritize job distribution – Passing out jobs is usually done by proximity and availability. Distributing jobs to the best performers in customer satisfaction would have a big impact on behavior and customer experience.
Moto-Mooter starts by creating a plumber scorecard and survey. The scorecard includes:
- Response rates (Engagement)
- Bounce rates (Data Quality)
- Ticket data (Same day ticket updated and/ or closed)
- The survey asked about…
- Satisfaction with the work performed
- Likeliness to Refer
- A secondary workflow asks customers to write a review on the local Google My Business account for Moto-Mooter
- Area, Region and National Rankings – The scoring model was built to update each time a new review is entered, and the Plumber is scored and ranked based on the items above.
After the strategy is deployed, let’s say Jack is given an assignment by the Moto-Mooter team. He knows that a significant percentage of his income is based on his scorecard and logs in daily to see how he compares to the other five plumbers in the area. Jack also knows that if he falls below a certain score, he may no longer get work from Moto-Mooter, as they now pass out jobs in his area based on his customer satisfaction scorecards. Now, the district manager gets a notification every time one of Jack’s customers gives a score worth under 3 Stars. The District Manager will likely call the customer right away.
In this example, Moto-Mooter has built automation that fixes the core issues with behavioral drivers. Jack wants more business from Moto-Mooter, and is in complete control of the outcome. He will make sure that customers love his service levels and complete the survey, obtaining clean data and closing the ticket promptly.
With CX 2.0, Moto-Mooter would put survey data in motion to improve customer experiences and fix many core business issues. Jack will get three to four times the reviews than by other methods. He is now engaged and motivated to deliver great customer experiences by better communication, updating customer data and closing tickets in a timely manner. And Jack’s new drive to beat the other plumbers in the area will have a massive impact on Moto-Mooter’s local presence on search engines like Google.
Either program would be great for Moto-Mooter. Although, pushing the “Get Better” to the front of the line and building behavioral drivers and gamification via qualitative measurement of the individual would yield far superior results.