//Marketers can operationalize customer feedback (whether you own it or not)
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Marketers can operationalize customer feedback (whether you own it or not)

 

 

Feedback has never been more critical for businesses than it is today. We live and work in an era of unprecedented global transparency, digital experience sharing and the desire to be heard. In this environment, information about your business, your products, and the experiences you offer or do not deliver multiplies. This happens whether you like it or not, on all channels and 24 hours. We call it the economy of feedback.

Customer expectations are at an unprecedented level and they continue to grow. The economics of feedback has changed the way people make decisions – that is, it is changing our roles as marketers. I recently gave a lecture on using customer feedback to energize your marketing . Then I asked the audience to share my thoughts on what I did well and what people wanted to learn more about. In response to my survey, I found that marketers wanted to exploit the potential of customer feedback, but often had difficulty integrating it significantly into their organizations. Two comments, in particular, caught my attention:

"This concerns the entire organization – who does it belong to? How to get membership from all over the organization so that the customer's point of view is not only intended to improve our position, but also to better serve this one? "I still have difficulties with the responsible parties … As Product Marketing Manager, I'm afraid ALL of these things are my responsibility! How can I take these suggestions into account and disseminate them throughout the organization?

When we brought together a group of business executives in London last quarter to discuss how to navigate the economics of feedback, we have explored this uncertainty a bit more. We asked, "Which department in your organization is ultimately responsible for gathering feedback throughout the customer's lifecycle?" The most important answer was customer success, with 33% of the votes. Marketing ranked second with 16% and strategy third with 13%.

But nearly a quarter (23%) of the leaders present told us that the guest reviews belonged to another department, and the reality is that this property is scattered across many organizations. It's empowering to think that all of our departments feel responsible for collecting customer feedback and acting on it – but it can also be confusing, falling bullets, and an inconsistent experience for customers if you're not do not think in a transparent way throughout their life cycle.

If we really want to give each member of our organizations the power to take advantage of customer feedback, it is essential to put in place the right infrastructure and guardrails. Here are five tactical tips you can implement to strengthen the way your organization collects and makes comments operational.

Tip # 1: Create a Culture of Curiosity

. ] We are all inundated with data. We know how people find us, who clicks on what and when customers are most active. But to truly understand the customers, you need to go beyond collecting statistics to discover the "why" behind these clicks and scrolls. Your first step in implementing feedback in a meaningful way should be to encourage employees to think about what customers think and think. Curiosity is a prerequisite for success in the return economy.

Tip # 2: Let Your Data Circulate

Instead of worrying about who should "own" customer reviews, make sure that feedback can result where it needs to have an impact. Select a survey software that integrates with your existing recording systems (Salesforce, Tableau, Outlook, Slack, BI Power, IBM Watson, Marketo, Eloqua, etc.). The direct introduction of data into these tools means that your team will have access to valuable customer feedback, and therefore much richer context, where and when they need to make decisions.

Tip # 3: Allow anyone to make decisions easily (and safely) deploy an investigation

Now that your infrastructure is ready to channel the data Back in key registration systems, it's time to democratize access to the survey software so that each team can listen to customers. Help them succeed by configuring the appropriate guardrails, for example by providing templates or recommended questions. And make the impact visible by encouraging business leaders to integrate customer feedback into dashboards and daily, weekly, or quarterly results records.

Tip # 4: Distinguish between "a fact" and current probing tasks

Unique Polls – such as price or packaging surveys before the launch of a product – can be interesting. But sometimes, you may want to measure feedback longitudinally to get an idea of ​​change over time. For example, we conduct a semi-annual brand survey in SurveyMonkey's major global markets to closely monitor trends against our competitors. Inform employees when they should think "both" and in the long run so that they can take a programmatic approach to the feedback they collect.

Tip # 5: View the results of the survey [1945].

Present feedback survey results at plenary meetings, highlight them in product development presentations and discuss them in your press releases. Push your teams to talk about the implications. What needs to change in light of the comments? Showing that you are focused on the needs of your customers not only helps to improve the customer experience, it can also increase employee retention. Our research shows that 83% of employees who feel that their business has a high satisfaction rate of customers think they are in their jobs in two years. When employees think that their company has little customer satisfaction, this figure drops to 56%. Show your team how much you are invested in customer feedback, which could be surprisingly rewarding.

The opinions expressed in this article are those of the invited author and not necessarily those of Marketing Land. Associated authors are listed here .

About the Author

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Leela is a marketing and sales leader with nearly 20 years of experience in various specialties, including B2B marketing, customer marketing, content and social media. Leela has held several senior marketing positions at some of Silicon Valley's largest companies, including LinkedIn, Lever, PredictiveHire, OpenTable and now SurveyMonkey as Marketing Manager. Throughout her career, she has led teams to strategically increase employee retention, productivity and workplace diversity. Leela has spent a significant portion of her career developing new, innovative ways to use marketing to help companies grow and maintain their recruitment efforts.