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1
TheGood
Guideto
Customer
Satisfaction
in2024
AnoperationalGoodaysguidetosuccessfully
mobilisingyourentirecompanyaroundcustomer
satisfaction.Fromengagingfrontlineteamsto
C-suite,discoverhowyoudoitinsevensimplesteps.
Goodays
TheGoodGuidetoCustomerSatisfactionin2024
Introduction
Apassionforbusinessmeansknowinghowtoeffectivelylistentoyourcustomersand,inturn,usetheinsightstoaccelerategrowth.Whenit
comestodevelopingaglobalcorporateapproachtocustomersatisfaction,businessesneedtoinstilacultureofCustomerobsession,fromtheHQrightthewaytothefrontline.
Teamsonthegroundneedtobeabletodoeverythingtheycantoensureanexceptionalcustomerexperienceandneedtohavetheresourcestocontinuetheexchangewiththecustomerbeyondthefirstcontactin-store.
Customersatisfactionispartofavirtuouscircle:headofficeequipsteamsinthefieldwithtoolsformanagingcustomerinteractionssothatthevoiceofthecustomercanbeheard.Listeningtocustomersprovidesessentialinsightintotheirexpectationsandneeds.Thisdataisusedtoinformdecision-makingatheadoffice.Thesedecisionswillhelptoimprovecustomersatisfaction.
Thecommitmentofyouremployees,fromheadofficetothefield,isarealdriverofcustomersatisfaction.Here’showyoucanmobiliseeverymemberofyourbusinessaroundonegoal,thecustomer,toensuresuccessand
satisfactionin2024andbeyond.
2
TheGoodGuidetoCustomerSatisfactionin2024
1.Leadbyexample
Forasuccessfulcustomersatisfactionproject,itiscrucialtoengagealllevelsofthecompanyintheprocess.Withoutfullbuy-in,theVoice
oftheCustomerremainsunheard,hinderingtheabilitytomakeinformeddecisions.
Oncebuy-infromC-suiteandmanagementhasbeenachieved,theyplayapivotalrole
inpromotingaCustomerobsessedmindsettotherestofthebusiness.Whenitcomestocustomerexperience,theterm‘leadingby
example’hasneverbeenmorerelevant.
InsightsfromGoodaysclientsrevealthat
customer-facingteams’abilitytodeliver
relationalexcellenceisdirectlytiedtothecustomerculturefosteredbymanagement.
OneexampleofthisisBramVermesen,DirectorofExcellence-Stores,CarrefourBelgium.
〇Goodays
“WhenIwasaStoreDirector,
wheneverthestorebecamereallybusy,andInoticedmanypeople
atthecheck-out,Iwouldalways
helpout.Perception-wise,it’sgreatforcustomerstoseethattheStoreDirectorhimselfwastakingchargeanddoingeverythingtheycouldtoimprovetheexperience.”
BramVermesen
DirectorofExcellence-Stores
CarrefourBelgium
carrefour
Thiscompany-obsessedculturenotonlyneedstobelivedandbreathedbyregionalmanagersanddirectorsbutshouldbesupportedby
C-levelexecutiveswhomustalsodemonstratetheirowncommitmenttoCustomerobsession.Embodyingadesiretodoeverythingpossibletosatisfythecustomeriswhatcustomer-
facingteamsneedinordertobeinspiredtodothesame.
“Customerrelationsarebuiltover
time.Thiscorporateculturehas
tocomefromthetop.Somyrole
istocommunicateandconvince
everyoneeveryday.It’sasubjectthatconcernsme,andIlistentowhat
customerssayviaGoodaysonadailybasis.That’showwecanimprove,
bothlocallyandnationally.”
AndrewBradley
CEO
Domino’sFrance
Domins
3
TheGoodGuidetoCustomerSatisfactionin2024
ReassureC-suiteaboutthebenefits
ofalocalresponse
Shopmanagersknowtheircustomers
betterthananyoneelse.Localresponsestocustomerinteractions(suchasonlinereviews,questionsandqueries)are,
therefore,crucialtobuildingstrong
relationships.FearsfromC-levelaboutthevolumeofinteractions,thequalityof
responsesoreventheworkloaddisappear
veryquicklywhenteamsrealisethebenefitsofacustomer-focusedapproach.
ChrisMitchell,WestfieldCarParkingEstateManagerusestheGoodaysPlatformlocallyfromhiscentretoengageandconnectwithcustomersonadailybasis.Consequently
he’sseenahostofbenefits,asheexplains.
“SinceusingtheGoodaysplatform,it’sbroughtsomanymetricsandKPIstolife;wehaveneverbeenthisclosetotracking
successbefore.Lookingatpromotersanddetractorsinthis
wayandusingittodrivethebusinessforward.Wenowhaveaproperstrategyaroundit;wenowhaveweeklyreportsdirectlyfromtheplatform,welookataverageresponsetimes,and
we’vebeenabletoturnnegativefeedbackfromcustomers
intopositiveresponses.Wecaneasilyseeifandwhenwehaveresolvedanissueandretainedacustomer.”
ChrisMitchell
UNIBAIL-RODAMCO-WESTFIELD
WestfieldCarParkingEstateManager
Goodaysplatformuser
〇Goodays
4
TheGoodGuidetoCustomerSatisfactionin2024
2.Recruitandmanagethe
bestcustomer-facingteams
Youmayhavetherightmanagementmindset,
buthowdoyouensureyourecruittheright
peoplewithinyourcustomer-facingteams?
Afundamentalcharacteristicofpeopleyou
recruitwithinstoresandbranchesisthose
thatgenuinelyenjoyservingothers.Thisis
thenumberoneidentifierwhichwillmakeyour
in-personcustomerservicestandoutagainst
yourcompetition.
Oncehired,Brandsmusttreattheirinternal
teamsliketheydotheircustomersby
deliveringanexceptionalteammember
experienceandgenuinelylisteningtothem.
Embraceandlistentofeedbacklikeyou
wouldwithcustomersurveys.Manageand
trackNPSamongemployees-afterall,
agoodEX=agoodCX
.
Learnmoreabouthow
agoodEX=agoodCXhere
〇Goodays
5
TheGoodGuidetoCustomerSatisfactionin2024
3.Settingupforsuccess
IntegratingGoodaysasacompany-wideritual
So,you’releadingbyexample;you’ve
recruitedateamofenthusiasticpeoplewhogenuinelyenjoyservingcustomers.Butdotheynowfeeltrusted,anddotheyhave
therighttoolsneededtooutperformyourcompetitors?
Successfulbrandsneedtoofferan
ecosystemthatenablesteamstofeel
trustedtotakeinitiativewithcustomers,one
whichempowersthemtoowntheirlocal
relationshipswithcustomersanddriveloyalty.
Onceyou’vegotyournetworkonboard,youneedtobeabletointegrateGoodayslike
anyotherbusinesstool.Itneedstobecomepartofyourstaff’sroutine,bothathead
officeandinthefield.Puttinguppostersatbreaktimes,sharingstatisticsatmonthly
meetings,celebratingpositivefeedbackandimplementingchallenges-there’snobetterwaytocreateritualsandgetyournetwork
involvedinacustomer-focusedapproach.
〇Goodays
“Whenwefirststartedusingthe
platformtoconsolidatecustomer
feedback,weweretolditwouldbeapproximately70-75%compliments,whichIthoughtwasimpossible.
Butitwastrue;infact,sincewe’ve
beenusingit,it’sgoneevenhigher,ataround80%now,andsomeofthepositivecommentswehavereceivedhavebeenfantastic.”
ChrisMitchell
WestfieldCarParking
EstateManager
Goodaysend-user
UNIBAIL-RODAMCO-WESTFIELD
Informemployeesaboutthediversityofsatisfactionindicators
Several‘business’indicatorsaretraditionallyandspontaneouslymonitoredbyretailers,
suchastheNPSorthecustomersatisfaction
score(CSAT).OntheGoodaysplatform,teamscanalsofindtheresponserate,responsetime,
responsequalityandcustomerrelationshipscore.Theseindicatorsdemonstratethe
commitmentoflocalteamstocustomer
satisfactionandavoidratingsthataretoo
arbitrary.Thepercentageofcompliments
isalsodisplayed,asisthepercentageof
customerswonback.Bymakingyourteamsawareofthesenewparameters,theywillbeabletocapitaliseontheirgreatexperiencesandactonirritants.
“AdoptionoftheGoodaysinterface
isunanimous.Theteamshave
quicklytakentoit,andthecustomerresponserateisover95%.”
CélineLemaire
CustomerExperienceDirector
Jules
JULES
6
TheGoodGuidetoCustomerSatisfactionin2024
4.Supportyourlocal,
customer-facingteams
Doeverythingpossibletoensurefull
adoptionoftheplatformbyyourteams
oftheplatform
Choosingaplatformthathasbeentriedand
testedby150customersaroundtheworld
meanshavingconfidenceinitsabilityto
convincelocalteams.Training,integration,
participationinregionalmeetings,theseare
justafewactionscompletedbytheGoodays
teamtoensureproperadoptionoftheplatform
andasuccessfulcustomersatisfactionproject.
Capitaliseonthepilotphaseandshare
bestpracticesinchampionshops
Inordertoengagealltheteamsseamlessly,
thedeploymentofalocalexperience
managementplatformmustbecarriedout
instages,especiallywhenalarge-scale
projectisplanned.Thepilotphase,involvinga
selectionofpointsofsale,iscrucial.Ithelps
toensurethatthetoolisproperlyadopted,to
identifyanypotentialobstaclesfeltbyshop
managers,andalsotobuildupbestpractices
thatcanthenbesharedacrosstheentire
networkduringtheglobalroll-out.
〇Goodays
FrenchfootwearcompanyChaussea
wantedtoensurethattheGoodays
platformwasadoptedbyallitsteams.
Goodayshelpedthemtotraintheirentire
operationalmanagementteam:
4salesmanagers,22regionalmanagers
andaroundtenshops.
ClicktowatchChausseasharetheir
storyofpartneringwithGoodays
Result
+0.5points
increaseintheCustomerrelationshipscore
7
Supportingchangetoimproveadoption
Whenchoosingandthendeployingalocal
customerexperiencemanagementsolution,thewholecompanyneedstobeinvolvedinbecomingcustomer-centric.Strategies,andthereforepriorities,willhavetoevolveas
afunctionofthecustomerdataobservedandtheinsightsgathered.Thischangeindynamicneedstobeseamlesstoensure
massadoptionbyallteams.
Focusingonthecustomerinthelong
term
Oncethisdynamichasbeensetinmotion,theGoodaysplatformwillenableyouto
sustainitoverthelongtermandinvolve
thewholecompanyinaglobalapproach.
IncreaseinNPS,ROI,thensales;customersatisfactionwillbearfruitinthelongterm.
TheGoodGuidetoCustomerSatisfactionin2024
5.Drivingculturalchange
“WhenIarrivedtwoyearsago,I
wasaskedwhatmystrategywas.
IrepliedthatIdidn’tknow,thatI
wasgoingtolistentothecustomer
first.Ididn’tcomewithready-made
methods,Icamewithaculturethat
givespowertothepeopleclosesttothecustomer.Puttingemployeesat
thetopofthepyramidmeansgivingthemtheautonomyanddecision-
makingpowertheyneedtosatisfythecustomer.Thecustomeristhebest
strategistandthebestconsultant,soit’sthecustomerthatIwanttolistentoonadailybasistodecidewhat
needstobedone.Anditworks.”
RamiBaitiéh
CEO
CarrefourFrance
carrefour
〇Goodays
8
TheGoodGuidetoCustomerSatisfactionin2024
6.CommunicateROI
Ensurevisibilityofcustomersatisfactionfromheadofficetopointsofsale
It’saprovenfactthatcustomersatisfactionhasarealROIandanimpactonsales.Sharingthe
dataandinsightsfromyourcustomerexperiencemanagementplatformmeansgainingthetrust
ofallyourteams,empoweringyouremployeesandgivingthemthekeystosatisfyingtheirlocalcustomers.Unibail-Rodamco-Westfield,for
example,sawsomeincredibleresultswhichwerethenfedbackacrossthebusiness.
“WithGoodayswe’vechangedthe
companymindsetfromNPSbeing
amarketingKPItoeveryoneinthe
companycaringaboutit.Themorepeoplehearabouttheplatform
acrossthebusiness,themorepeoplewanttogetinvolved.”
CelineKwiecien
CRMandEngagementProject
Manager,URWEurope
UNIBAIL-RODAMCO-WESTFIELD
w
UNIBAIL-RODAMCO-WESTFIELD
Customersatisfaction–UKCentres
+12%
NPS–UKCentres
+31points
NPS
+14points
DownloadthefullURW
casestudyhere
NPSandROI:theJulesmethod
AscustomerexperienceisastrategicpillarforFrenchfashionbrandJules,theteamcarriedoutastudytodemonstratethevalueofthis
investment,aswellasbeingabletomake
budgetaryprojectionsinthisarea.
Conclusion:thecommitmentofourteamstocustomersatisfactionhasadirectinfluenceontheNPScurveand,therefore,onsales.
Employee
Sales
numbers
engagement
Customer
Relationship
Score
NPS
ReadthefullJulescasestudyhere
〇Goodays
9
TheGoodGuidetoCustomerSatisfactionin2024
Creatingavirtuouscircletoimprovedecision-making
“Themagicrecipeistoensure
thatNPSisnotjustameasure.
What’simportantistobaseitonall
customerfeedbackandtosetupa
virtuouscircle.Alltheinformation
andfeedbackfromcustomersis
centralised,thenanalysedandsorted.Theaimistodetectandunderstandtheproblemsencounteredbythe
customer.Theproblemstobedealtwitharethenprioritisedsothattheycanberesolvedeitherdirectlyintheshoporatheadoffice.”
FabriceAllegro
VisilabGroup
vslabGroup
SomeoftheresultsseenbyGoodaysclientswhenusingtheConnectplatform:
80%
ofcustomerissuessolvedbyfrontlineteams
75%
ofpreviously
dissatisfied
customersretained
+11
NPSscorein
thefirstyearof
collaboration
100%
ofGoodaysuserslogindailytoconnect
withcustomers
〇Goodays
10
11
TheGoodGuidetoCustomerSatisfactionin2024
7.Constantlyoptimise
Implementingtheprevioussixstepsshouldn’t
beapproachedwitha‘oneanddone’mentality.
Infact,thisfinalstepisarguablythemost
crucialofall.It’sessentialtokeepoptimising
andbuildinguponyoursatisfactionstrategyto
ensuresuccess.
Viewcustomersatisfactionasanever-evolving
loop,onethatbecomesincreasinglyintricate
withtime.Brandsarenowfacingnotonly
newcompetitorscompetingforcustomers’
attentionbutalsoeconomicdisruption
anduncertainty,aswellasever-changing
consumerbehavioursandexpectations.All
ofthesefactorscansignificantlyreshapethe
customersatisfactionlandscape.
Byproactivelyrespondingtoandadaptingto
eachofthesechallengesandrevisitingthe
stepsoutlinedinthiswhitepapermultiple
timesthroughouttheyear,youcanconsistently
maintainhighlevelsofcustomersatisfaction.
〇Goodays
TheGoodGuidetoCustomerSatisfactionin2024
Conclusion
Theprocessofimprovingcustomersatisfactioncanresemblearelay
race,witheachteammemberrepresentingavitalaspectofthecustomerexperience.C-levelandmanagementteamssettheinitialpaceandlaythefoundation;then,asthebatonispassed,teammemberscaneithersustainthemomentum,acceleratetheexperienceforward,orhindertheteam,
resultinginalossofcustomersatisfactionalongtheway.
Intheeventofthelatter,itbecomestheresponsibilityofthenextrunnertomakeupforthelosttimeandensuretheteamgetsbackontrack.
Fundamentally,custome
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