It’s critical to understand if poor experiences are created by poor processes or poor employee interactions. Corrective plans can’t really focus on more than one issue at a time as it is complex and time-consuming to initiate corrective initiatives. When we are able to go through the customer journey and pick out the most important touchpoints, this also includes processes, linking to the way that invoices are handled through a system or that employee’s interaction with the customer.
Let's say you've got 10 questions in a questionnaire about a customer journey. Those will be divided into indexes. Looking at the customer journey of the purchase of a vehicle, for instance, the sub index would be the quality of the salesperson, (which would be very important) but also the process of applying for finance.
Your company needs to pull out all the processes and teams that impact customer experience, because you first have to understand the employee organigram in relation to the customer experience in order to know what to measure. A huge part of our work is to run sophisticated statistics. Firstly, in just creating the right questionnaire in those indexes and then analysing in a correct way to identify either weak links or problematic processes that may prevent churn, as well as the strong processes or employees that positively contributes to good customer experience. Either you fix the process or define which employees are damaging your business and need to be retrained or moved out of a customer facing position, or which employees are doing great with customer experience and learn from those best practices.