customer-experience Case Study
Focusing Only On Customer Recovery Could Lead to the Wrong Priorities in CX – Make the 90% Count
A multi-faceted financial services institution conducted several separate surveys among their customers to evaluate specific transactions with different business lines.
They used the results to perform service recovery and improve problem areas within the organization.
Finding it increasingly difficult to ‘move the needle’, they needed an innovative way to examine the entire relationship with their customers that brought all interactions together.
The measures from the individual surveys did not measure the strength of the overall relationship with their customers and they needed to conduct a strategic study to understand this.
Approach + Solution
We designed a survey to assess overall customer perceptions about their brand and tie measures to strategic objectives. We then integrated their transactional and strategic measures in a model that determined the impact of each transaction on key drivers of the overall experience. The model also assessed how the evaluation of a key driver then influenced brand and business outcomes.
They began allocating resources based on what would achieve the greatest customer impact and unified employees across business lines to better serve. This significantly improved the customer experience, creating bottom-line improvements across functional areas.