Victor Liu

The power of methodologies like the Net Promoter Score is their ability to represent an entire company’s customer experience performance in just one number. But as useful as that is, it can make it easy to forget that the experience is made up of hundreds, thousands, and sometimes even millions, of individual interactions between your organization and your customers. When it comes to driving individual CX improvement, it’s at this very low level — the level of the individual interaction — that the gains are made.

The question becomes: how do you make sure that every level of your organization is engaged in this effort? Many CX programs fall down on this front. Yes, they collect the data, but it’s incredibly hard to tailor that information to the needs of every different level inside of an organization. Harder still? To customize that data down to the level of each individual actor — so that everyone only sees experience data that relates only to his or her own job.

Being able to do this is one of the most powerful features of Medallia.

To make sure that the right people at all the appropriate levels of your company’s hierarchy immediately see their customers’ feedback, all Medallia surveys are tethered to actors in an organization — be they individual stores, sales associates, call centers, or company representatives. Each of these lowest level business units then roll up into various parts of an organization, such as district. When sales associates log into Medallia, they see feedback on every interaction they’ve had with their customers, and specifically what they need to do to improve. When managers log in, they see details on how their teams are performing, and can drill down into individual performance. Regardless of where they sit in your organization’s hierarchy, a relevant dashboard will be created for staff members as part of a Medallia implementation.

Having surveys associated like this allows alerts to be automatically sent to the right people in the organization associated with the delivery of an experience. Let’s say a customer just submitted a poor review of a particular store. The relevant employees are immediately alerted to the feedback. The store associate would see the verbatim, allowing them to understand what they could do to improve in future. A manager is alerted with an action item to respond to the detractor as soon possible — giving them the opportunity to recover the customer… and potentially even get them to come back.

We’ve seen thousands of examples of dissatisfied customers, who — after receiving a personal response to their feedback — warm to the store or representative.  The personal response humanizes the dissatisfactory transaction, giving the store another opportunity to improve the relationship.  The customer gets some personal insight into how the store responds to and resolves his or her problems. One Sherwin-Williams customer wrote about his experience submitting feedback — and how they were shocked to receive a personal response back from the store. He did not expect to hear anything back, and was pleasantly surprised when a store employee addressed his concerns directly, rather than being sent an automated boilerplate apology email.

That’s the power of tracking customer experience feedback at the level of the individual interaction. It not only builds accountability into the process — but it truly engages all levels of the organization, providing them with direct and personal feedback on how they’re performing.

Photo credit: Alden Jewell