Many commentators have recently debated the relative merits of Customer Effort Score (CES) verses Net Promoter Score (NPS).
As a leader who remembers the controversy that surrounded NPS when it first came to dominance, the parallels are concerning. I still recall the effort wasted trying to win the battle to point out the flaws in NPS and lack of academic evidence, whilst in fact I was looking a gift horse in the mouth (I’ll explain that later).
I would caution anyone currently worrying about whether or not CES is the “best metric” to remember the lessons that should have been learnt from “NPS wars“.
This book has a dull cover and lacks any colour graphics within its pages. So, if you spot it, you might not be enthused. However, persistence is rewarded, as there is much customer experience and customer insight leaders can learn from this book.
Written by a couple of leaders at Forrester Research, it provides the reader with an overview of everything to consider in order to improve customer experiences. As anyone who has worked in this area will know, that’s a tall order.
Peppers & Rodgers “Managing Customer Relationships” is usefully comprehensive but at 481 pages not a quick read. So, to provide this overview in only 224 pages is an achievement for Harley Manning and Kerry Bodine.
As I worked my way through this book, two things became the major benefits. The first is a set of frameworks to act as guides or checklists for action needed in different areas. First up is their definition of a Customer Experience Ecosystem Map, a useful term for ensuring you consider not just processes but also people, perspectives, culture, etc. Another is the structure of identifying six essential customer experience disciplines each with their own required practices (strategy, customer understanding, design, measurement, governance and culture). This risks “motherhood and apple pie”, but provides some sensible customer insight advice especially on measurement.
The other major benefit of this book is a large number of case studies contained within it, as examples of frameworks being put into practice. Given my background and clients within the Insurance industry, it was good to see 5 of these alongside the many other sectors covered. Their analysis of the threats to Allstate in the US and opportunities for Progressive is interesting and backed up by Customer Experience Index scores to date. Aviva’s focus on mapping customer journeys in China is also interesting, with the chance in emerging markets to start with customer experience strategy at an earlier stage.
Given I will be speaking at a conference in London next month, on the role of Customer Insight leaders in more senior positions than ever before, their chapter on ‘The Rise of the Chief Customer Officer’ is also interesting. Their research in US echoes my own experience in the UK, that CCOs (or CKOs – as I am more interested in customer insight leaders) are disproportionately common within Financial Services firms. Their findings about a bias toward COOs for B2B businesses also makes commercial sense.
I hope that review was useful, I share such a book because I believe the only point of generating customer insights is to act on them. This can sometimes be to deliver shorter term commercial returns, but longer term the real prize is for customer insight to be guiding the transformative work outlined in this book. Delivering and then sustaining significantly improved customer experiences,
This book is a relatively easy read, although at times resembling someone who talks too quickly at you. The volume of human interest stories included helps, as does the use of short chapters. Bite sized chunks for reading each day, is one way to look at them. I hope you find it useful.
Please do share your experience if you’ve read this work or alternatives.
Firstly, the normal health warning on these being only interim results. There are not yet sufficient votes with which to draw robust conclusions (hence the metaphor of a deserted Southwark station).
That said, with just over 80 votes now in, the initial results of our “What do you see?” survey of customer insight leaders is showing some interesting results.
With regard to the scope of the term “customer insight” almost all voters view this as covering research, analysis, modelling, segmentation and marketing effectiveness measurement, together with a consultancy service. Only slightly less popular is measurement of a primary customer metric (NPS, Satisfaction or Effort). The surprise to me is that only just over half would include data management or database marketing. I am writing for the next quarterly publication of DataIQ magazine on the importance to CI leaders of data teams, so it will be interesting to see if this trend continues.
Meanwhile, with regard to current organisational design, or which elements of the above currently report into the CI leader, it’s a different story. Less of you voted, so less robust conclusions. But for now, the theme seems to be more CI leaders have responsibility for research, NPS and marketing effectiveness measurement. Far fewer appear to have responsibility for behavioural analysis and customer data management. So, perhaps not as many companies as I hoped have yet seen the benefits of bringing research and analysis together in one function.
It’s encouraging for my new business to see overwhelming interest in external support for CI leaders, with the most popular service being training for their customer insight team. So, time for me to get ready that training material.
Thanks again to those who participated. If you haven’t voted yet, please do and I’ll share final results once votes are high enough to feel more representative of this community.
Finally, do let me know if you’ve a question that you would like ask other customer insight leaders.
It’s unusual for me to recommend a book that I don’t consider that well written, but Leadership Pipeline is such a book. The reason for my recommendation is this book effectively covers a key challenge for leaders & organisations. It also introduces a really useful model and set of tools.
My criticism is only the writing style. Perhaps I’ve spent too many years enjoying well crafted prose in fiction but I find the style used throughout this book to be a little wooden or clunky, certainly not a joy to read.
However, I would encourage you to persist as the rewards are worth it. (more…)
To provide a research basis for the content included in this blog, I am asking all customer insight leaders who visit this site to complete the short survey below. Knowing the scope of your roles and your views as to the true breadth of ‘customer insight’ will enable me to ensure that I balance the content published here to better suit your interests.
I will of course share the results, which will hopefully be of interest to you all.
So, if you are a customer insight leader, please complete this survey:
In May 2014, I attended this council run by Forrester Research. For those not familiar with Forrester they are one of the biggest global research firms providing independent advice on technology and suppliers (another being Gartner). Unlike Gartner, I have always found Forrester to be more open to focussing on business decision makers and the technology needs of Marketing, Operations and Insight leaders. Gartner has some very able thinkers (including Ed Thompson and Gareth Herschel), but their US parent seems to keep pulling them back to focus on the needs of CIOs and their IT teams.
Anyway, thanks to the kind invitation from Jeff Brown (Principal Advisor on CI and my key contact when I had a seat with them), I attended my second CI Council and once again found it helpful. One of it’s key benefits is the absence of consultants and suppliers (I was still working for Lloyds at this time). Plus Jeff and his team do well to attract the actual Customer Insight leaders from the organisations represented, so there is real understanding of one another’s challenges. It tends to be a small select gathering (15-20), with both Banks & Insurers disproportionately represented, which suited me fine.
It is a confidential, Chatham House rules, meeting (which is also helpful) so I am limited in what I can share. But I thought it would be useful to both let my readers know that this exists (ask Jeff if you’d like to attend in future) and to highlight a few topics which were covered this year:
Innovating your Customer Insights offering to add value (inc. assessing CI capability – something that I also offer);
Leveraging Marketing Technology for Improved Results (inc. marketing automation);
The Tools CI Pros need to usher in Customer Obsession (inc. strategy & processes – again I also offer this service).
If you are considering paying for Forrester’s services, rather than just negotiating a free attendance, a few learning points from when I paid for their services: (a) Remember that they are a research company not a typical consultancy, so think of where research or best practice models can help you not just general support & advice; (b) Especially when arranging calls with a specific Forrester expert, you will get out what you put in – i.e be sure to have a very clear brief and clear focus for the call, otherwise you can waste time explaining your internal language or trying to cover too many points at a superficial level.
Anyway, I hope that’s of interest and helped – let me know if not! I have no relationship with Forrester but am grateful to Jeff for the invite and wanted to let other Customer Insight leaders know that this forum is available and worth considering.
Do comment below if you have ever attended and have any thoughts on where Forrester can add value (or not) for CI leaders.