By ChristinaColunga-Oracle on Jul 28, 2015
The collection of customer feedback and insights is critical to every business and serves as the foundation of our customer experience strategy and programs. Below is post from Jeremy Whyte, Oracle’s senior director of customer feedback and response programs, on our efforts.
Recently I attended the annual Customer Experience Professionals Association (CXPA) Insight Exchange, where a host of Certified Customer Experience Professionals (CCXPs) and CX program leaders converged to discuss the latest trends, challenges and best practices in the CX profession. During the keynote, Bruce Temkin of The Temkin Group highlighted 5 emerging trends he sees having the greatest influence on customer experience efforts over the next few years:
- Anticipatory experiences: Going beyond customer journey mapping, this focuses on assisting customers in reaching their ultimate goals and can be achieved by understanding what the customer wants not only now, but several steps after that so that companies can best position around customer needs;
- Mobile first: Today’s products and experiences need to be designed for and integrated with mobile, with mobile enabling process redesign. Simply enabling or using mobile as an isolated channel or process extension is no longer good enough;
- Value as a Service: Technology is empowering end users to more self-sufficiently address their own needs, replacing traditional services in the process, and enabling proactive services;
- Continuous insights: Capturing and disseminating ongoing customer feedback across channels and touchpoints to enable decision makers to take action faster;
- Power of culture: Using culture as an advantage and realizing that effective CX strategies must be aligned with an organization’s culture in order to be successfully adopted (the whole “culture eats strategy for breakfast” notion).
Each aligns well with both Oracle’s corporate and CX strategies. In fact, Jeb Dasteel, Oracle SVP and Chief Customer Officer, hit on a number of these during his 2014 CXPA Insight Exchange keynote. However one emerging trend – continuous insights – was of particular interest to me as the premise maps exactly to the integrated feedback and response program we have implemented!
For example, establishing a platform for continuous insight required the modular, connected and integrated customer feedback strategy we have in place today:
- Modular: Providing a host of highly-targeted surveys and panels enabling customers to access them at any time and through any channel based on their experiences and interest levels;
- Connected: Enabling customers to “jump” seamlessly into multiple surveys and panels at their convenience without needing to provide their detailed demographic information along the way;
- Integrated: Providing holistic and role-based reporting across sources, channels and touch points to trigger closed-loop follow-up at micro and macro levels.
Oracle's Omni-Channel Feedback and Response Architecture
This strategy was driven directly by external and internal factors:
- Customer preferences changed, as value revolved around shorter, more targeted surveys, an understanding how their input shaped direction, and the ability to respond via mobile devices;
- Privacy laws significantly restricted traditional methods of outreach via more stringent opt-in/opt-out policies and touch rules;
- Oracle stakeholders wanted new data faster to establish baselines, measure progress, and capture input in emerging areas;
- Increased demand required a more streamlined way of capturing and responding to feedback in a scalable way across the growing Oracle organization;
- Oracle's culture rewards simplifying, standardizing and automating programs and processes using Oracle products in a way that customers can adopt.
To address these evolving business needs, we modified our strategy two years ago with the goals of increasing customer engagement, providing continuous feedback throughout the business, and enabling more proactive identification and resolution of opportunities and issues. We introduced an omni-channel panel management program called the Customer Advisory Panel (CAP), embedded it within our traditional survey infrastructure driven by the Oracle Service Cloud (OSvC), and integrated it with Oracle Business Intelligence Enterprise Edition (OBIEE) to cascade roll-based information out to employees in a self-service manner. Lengthy relationship surveys were reduced by 75% and a suite of highly targeted panels were rolled out to better align content with customer preferences and expectations. These surveys and panels were engineered to work together and “talk” to one another, enabling respondents to opt-into CAP if not already a member, access a “survey buffet” of available panels, and “jump” into existing panels of choice. These panels can be accessed directly through CAP or via the web on demand, can be sent via personalized email invitations or conducted over the phone, and are optimized for mobile and desktop devices.
Oracle's Integrated Panel Management Program
Results of our relationship and transactional surveys are fed into the Oracle Customer Programs (OCPWB) for visibility across the Customer Program Manager and Customer Success communities and to trigger the issue-to-resolution (ITR) follow-up process when required. At a macro level, the Oracle executives sponsoring panels send thank-you emails to respondents to highlight results, share impact and outline next steps to close the loop. These practices allow Oracle to resolve customer-specific issues while sharing how feedback is being used within Oracle, which in turn incents customers to remain engaged.
The business results achieved were immediate after year one: A 12x increase in response rates was seen across the first 40 panels compared to prior relationship surveys, 66% of contacts viewed panels via their mobile devices, and 23% of panelists “jumped” into other panels to provide feedback in relevant areas, with the average of those panelists jumping into 3 panels each. This increased the volume of feedback received across the Oracle ecosystem, eliminated the need to survey these customers, bypassed suppression challenges and contact management efforts, and provided customers with greater choice around channels, subjects and schedules. The time to setup and deploy new surveys was reduced from three weeks to one day.
The addition of these panels meant that we had more surveys to report results on, so horizontal reporting across the these 40 always-available surveys was required in order to provide employees with a holistic view of the voice of the customer and in their areas of responsibility (that number today is over 70 ongoing surveys!). To achieve this level of “enterprise intelligence” as Temkin puts it in his 2015 The Future of CX Insights report, we rolled out OBIEE to feed customer contact information and survey results into a single system. Role-based dashboards were created with links to more detailed reports and scorecards that highlighted results in aggregate, by segment (such as geography, industry, product, account tier, demographics, etc.), by account and by contact. Secure self-service reporting was introduced to align with Oracle’s culture and enable “distributed leadership” (as Amy Lucas of the Temkin Group cites) to empower our core Customer Program Manager (CPM) community to access results in real-time to identify and address specific issues while proactively advising their management teams of key trends and comparisons in a structured way across the globe. At management levels, stack rankings and comparisons across products, geographies and segments continue to fuel internal competition.
Based on that success, transactional survey data was added to marry point-in-time information with broader relationship-based and targeted panel feedback, in addition to the issue-to-resolution (case management) information to provide a fully closed-loop and standards-based reporting infrastructure across all surveys. Program engagement data was then added to provide insights into the types of programs customers are engaged in, as well as revenue data. This enabled more programmatic analyses to highlight the impact of engagement on satisfaction, loyalty and revenue, as well as “provocative analytics” to identify predictors of growth and loyalty across segments. For example, we know that “customer advocates” who are engaged in at least 5 core programs are more loyal and spend on average 857% more than “transactional buyers” (non-engaged customers). We also know that loyalty drivers vary between our SaaS and on-premise customers, allowing us to invest resources in specific areas of the customer lifecycle based on segment to increase success, expansion and long-term loyalty while staying in tune with longer-term customer needs.
The combined insight is used in many ways including our “Top Ten Themes” program which highlights and actions the largest, most systemic areas that have the greatest impact on CX and growth. We also use “provocative analytics” to raise startling new insights to the executive committee and model the impact of variables on business outcomes. These efforts, combined with other proactive outreach activities across the Customer Program Manager and Customer Success communities – and along with Oracle’s strategy and culture - are setting the stage for creating the next generation of “anticipatory experiences.”
Susie Boyer, Senior Product Manager for Oracle Service Cloud, and I recently co-presented at Modern CX World, where we highlighted Oracle’s product capabilities in the CX space and illustrated how Oracle is using those solutions to run our CX programs internally. To view the presentation with recorded audio, please click here.
Customer focus = Customer success.
Jeremy Whyte, CCXP
Senior Director, Customer Feedback and Response Programs