As noble as it is to involve customers at critical points, as important as it is to understand how customers feel about our services, this initiative can get demanding if it runs out of control. In large companies with arms in in many countries, at this stage of development, it is easy to find between 30 and 100 projects or initiatives that are based on customer feedback. They all have their own reasons and logic, their own history, one or more people who are in charge of running and analyzing things, other people who are working with the data.
However, more likely in the majority of cases, working with the data is not part of the consideration. It is good enough to simply have the data and draw conclusions for internal discussions. In many cases, not even this is happening. Perhaps the customer feedback initiative had a promoter once, but that person has changed positions, and nobody has thought about closing the survey down.
At this stage of development of a customer experience program, the company is full of customer feedback ruins and rubble. However, when top management decides to clear it up, resistance is the response. All the good reasons are put on the table demanding to be discussed, and even the run-down ruins are declared pieces of art themselves.
This is a situation when top management needs to introduce rules of how to deal with customer feedback in a professional way that does not harm the customer relationship, and that provides the kind of data consistency that is a prerequisite for making sense. This is when governance model is born…