Consider, if you will, the following scenario: the local branch of your global bank receives consistently high scores for customer satisfaction. After all, its employees have strong product knowledge, they’re courteous and efficient and they can’t do enough to help. The logical conclusion, then, is that you are a happy customer.
Unfortunately, that’s not the full story. You’re actually frustrated with that bank (NB: not just that particular branch) because it doesn’t open at weekends and, even when it is open, there’s nowhere to park. What’s more, it’s been trending on Twitter recently over questionable sales practices.
But, of course, opening hours, parking facilities and the bank’s policies are well outside the control of the branch’s customer-facing employees.
Therefore, it wouldn’t be fair to include such measures in a satisfaction survey that determines their remuneration…so they don’t. In the bank’s eyes, a happy customer you remain. Obviously, scenarios like this pose something of a problem for brands seeking a comprehensive, authentic view of the customer experience – one that empowers them to drive action and improvement. But, as businesses justifiably explain, “If it doesn’t get measured, it doesn’t get done”. So what’s the answer?
Download the full report to find out.