This is the last of a three-part series about the challenges of harnessing unstructured feedback across every level of the enterprise. In previous posts, we explored how to maximize unstructured feedback and why agents don’t share feedback that they receive from customers. In this article, we’ll focus on what happens to the feedback that makes it to management.
Unstructured feedback is the next great frontier in customer experience management, but the disorganized nature that gives the term its name makes it difficult to take full advantage of the goldmine. This is the second of a three-part series about the challenges of harnessing unstructured feedback across every level of the enterprise.
Welcome to the three-part series about the challenges of harnessing unstructured feedback across every level of the enterprise. In this part, I’ll share my tips to overcome these challenges and suggest some technology that can help your organization leverage unstructured customer feedback.
In other two parts, we will explore why agents don’t share feedback and why it’s hard for leaders to act on feedback that is shared.
Waiting on hold can be a customer's worst nightmare. As customers, we've been there ourselves! Agents abruptly demand that we wait without a clear reason why, and when they return to us, it's like they've never met us before. We're left wondering why we can't just have our issue resolved, so that we can move on with our lives.
Driving permits, trips abroad, and skydiving are at their best the first time they're experienced. On the other hand, like wine, accepting customer contacts gets better with age. Especially for first-time contact center agents, speaking with that first customer can be a nerve wracking experience. Uncertainty isn't only a problem for the agent. As trainers and coaches, we want our new colleagues to have the necessary confidence and knowledge to successfully help our customers along their journey.