General Archives – Page 4 of 12 – Pearl-Plaza

competitor analysis

As business professionals, our lives often involve one or more reports packed with market research data every week, if not every day, providing an onslaught of facts and insights. Most of us have experienced the fatigue and boredom brought about by too many facts and too little learning.

So, how can we deliver effective market research data reporting and communication of information and insights in a way that captures the imagination and garners interest and, more importantly, inspires action? Storytelling.

The Importance of Storytelling

The most critical ingredient of effective market research reporting comes in the shape of stories. Storytelling is rarely given the attention it deserves. If research is both art and science, we need to blow the dust off the art elements including writing, presenting, persuading, visual arts, theatrical arts, and the art of storytelling.

For the last few decades, with the dramatic increase of data and information availability, the users of information frequently find themselves in a tough place to make any meaningful conclusions. Especially in the marketing research industry, the research buyers have been identifying the lack of “a story” in the delivered reports by research suppliers. The users of research cry that they do not want just scores and statistics, rather they want a story that tells “what happened” or “why is that important” based on those scores and statistics.

4 Steps to Telling a Story with Market Research Data:

It is necessary to use a set of principles to find insights and then outline steps to successful communication of market research data and insights to business end-users. Consider this method:

Step #1: Understanding

Context is everything. Before designing a research study, it is critical to understand the business’s objectives, current environment and situation, pain points, the stakeholders’ interests, and the use of information. Researchers gather context about the business and the research needs through the clients, their organization, and other outside sources before planning and designing the study.

Step #2: Planning

Design a research study with the “end in mind” and look at the process from the end to the beginning. First, focus on the business objectives, then design the way to deliver the information to meet those objectives, then design the analytic plan to provide this information, and finally design the survey instrument and the sampling frame to collect the data to be analyzed.

Step #3: Discovery

When the data is collected, an essential step is to review the data and discover the story hidden in it. It is a common failure of many market research studies that the researchers deliver a long report of results from the study, basically a dump of information, question by question, without focusing on a story to answer the specific research and business objectives. Instead, a discovery phase needs to occur, where the data is reduced to a coherent story that will answer businesses’ research questions.

Step #4: Communication

Finally, now that the data is reduced to a story, how do you tell that story in the most effective way? This is the last and most important element of delivering research results, as only effective communication of results will accomplish the goal of meeting the business’s research objectives.

There are many ways of making the communication of research story effective, but we will focus on three of those ways here to share some best practices we implement for effective business reporting: Use of visuals, colors, and dashboards.

Use Graphics and Charts

When reporting on market research data, visual components are the centerpiece. A busy reader will often flip through and look at the main diagrams and charts in a report, much the same way that someone flips through a magazine or newspaper and looks at the pictures (and maybe reads the captions). To get your point across in a report, make sure that the visuals are conveying the point—don’t hide your conclusions in the accompanying text. Moreover, neuroscience tells us that recall is also better when accompanied by visual elements—something to which the reader can attach ideas.

Visuals in research reporting are generally either “graphics” or “charts.” Generally, charts visually plot the size of market research data, while graphics show the relationship between concepts/objects or the ow in a process. This distinction matters because graphics are useful for helping show the structure of the story we are telling, while charts are useful for clearly showing the evidence that backs our story. We utilize these graphics to tell a clear and concise story.

Graphics “show” in one complete picture these connections, whether it is a chronological order, a cause-and- effect relationship, or an organizational structure, in a simple pictorial way, making it easier to comprehend and recall. While graphics narrate the story and provide a way to visualize the market research data, charts fill in the details and support the points we are making.

The traditional style of research reporting often fails to engage the attention and therefore the brain of the reader, resulting
in a lack of processing, memory and recall. There are ways to combat this problem, using editing and data density.

  • Editing refers to the process of cutting distracting content. Review the chart for repetition, for non-results, for unnecessary text that does not provide additional information, and for relevance to the main objectives. The editing step reduces long, repetitive charts.
  • Data Density refers to the quantity of market research data points that are shown in a given space. Instead of using repetitive charts to display multiple data series, we can use the idea of data density by combining multiple series on the same chart to improve the flow and interpretive richness of the report. When data elements are far apart in the report, insights can be missed. The human eye and mind are more adept at noticing patterns than we give it credit for, so dense data displays play to this strength of the brain and keeps it engaged.

An important step in creating better charts is focusing on the key elements and deleting the rest so as not to clutter the charts. Another way to increase data density is through interactivity. Interactivity means allowing the user (either a reader or a presenter) to interact with the data by making choices about what they want to see.

Convey the Story Quickly and Accurately

With increased amount of information available through various sources, it has become a major challenge for marketing research professionals to reduce the vast amount of data into meaningful messages for audiences. Many audiences find themselves flooded with just ‘data’ and ‘information’, overwhelmed with statistics and facts, and left without true insights that should inform marketing and strategic decisions.

To overcome this challenge, the key is to tell a story from the data. A coherent and clear story that is relatable to the audience will be more successful in capturing the audience’s attention, and will succeed in communicating the message by creating curiosity in the audience’s mind and engaging them in thinking.

Use of visuals is critical in presenting a successful story, but visuals need to be selected and constructed carefully to create the best effect on the audience. Editing and data density are key ways to improve the readability and effectiveness of reports. Interactivity uses the reader’s working memory to help them see localized patterns in the data.

These tools together make the evidence provided by the charts more powerful and relevant to the story. Understanding how people perceive and compare shapes in charts allows us to construct visuals that accurately and quickly convey the story.

Seamless Retail Experiences

It is no secret that today’s retailers are faced with unique challenges. The rapidly-changing, ever-evolving retail landscape continues to present questions, roadblocks, and pain points that retailers need to address. These tribulations can take many forms; defining customer loyalty in emerging consumers, creating seamless retail experiences across channels, tracking a customer base that seems to be in multiple places at once, and keeping up with a digital landscape that changes as frequently as the Cleveland Browns change quarterbacks. 

In such a fast-paced environment, how are retail brands expected to succeed? The keys lie in your customer data—and how you leverage it. 

3 Necessities for Stand-Out, Seamless Customer Experiences in Retail

  1. Integrate Data From Everywhere Into Your CX Platform
  2. Increase Experience Awareness
  3. Encourage a Culture of Commitment 

#1: Integrate Data From Everywhere Into Your CX Platform

One of the most important keys to deliver seamless customer experiences is to have seamless data integration from everywhere into your CX platform. In order to form a holistic view of your customer’s experience, you need to be able to analyze every data point you can. 

Your customer’s data comes in many different forms (you can learn more about customer data in this article from Pearl-Plaza Customer Insights Expert Jessica Petrie). Whether it be surveys, review sites, or social media. If you only look at one or two of those data sources, your view of the customer is incomplete, and it may cause you to make decisions for a customer base that you don’t fully understand. 

To continue to provide stand-out experiences, you need to view the customer experience from every angle, and across every channel. This is done by making sure your CX platform is capable of ingesting all of your data and displaying it in an easily accessible, centralized location so that you can access holistic customer insights whenever you need. 

#2: Increase Experience Awareness

Across the hundreds of brands and partners we’ve worked with here at Pearl-Plaza, we have learned what works, formed a cohesive and proven approach, and can now guide our clients toward a successful CX governance strategy. This strategy will look different depending on the size and structure of your organization. 

Regardless of what you call it or where it lives, you need to have a plan for how you will make your CX program an organization-wide, customer-centric initiative—and keep it that way. It has to be more than just saying you are customer-centric, or having the word “customer” in your mission statement. 

Every department should have a window into the insights you gain from your CX program—and be able to leverage them in their decision making. The information you receive from customers needs to be shared with all other departments and teams, not siloed in different departments, otherwise, you could be sitting on insights that could make a huge difference in your bottomline. When you break down those silos and create channels of communication across departments, your business will see more success in the areas that matter most!

The first step to creating that kind of organizational support and buy-in for your CX program is to create a cross-functional council. This council, made up of representatives from every part of the organization, should be chaired by the CEO or a high-level CX champion. 

This council should aim to manage the activities of the tactical working teams that are striving to improve the customer experience as well as communicate expectations throughout the company and particularly to the customer-facing associates. 

For example, many large organizations have a Chief Customer Officer, an executive professional in charge of the company’s relationship with the customer, who reports to the CEO.   

Truly best in class CX companies will often have what we call CX Champions, Ambassadors or Champions scattered throughout the company that are championing or spearheading efforts within each of the silos we discussed.

#3: Encourage a Culture of Commitment 

A “Culture of Commitment” is the ultimate goal of any customer experience program. In a company with a true Culture of Commitment, every single employee is invested in making experiences better for customers. Whether it be in store, over the phone, or online, these employees are the face of your CX program, and they understand the impact they are making on customer experiences every day. 

When your employees are engaged in the experience, your organization will benefit. Did you know that 70% of the time, a person will become a repeat customer when their complaint is resolved? And that engaged employees can increase an organization’s sales by up to 20%? 

By having engaged, customer-centric employees, you will see an increase in the frontline metrics that matter to your organization. Frontline employees are the biggest customer facing assets your organization has. While executive sponsorship is important, your CX program needs buy-in from everyone in the organization in order to be successful. 

How a Global Footwear Retailer & Pearl-Plaza Client Started with Customer Data, Fostered CX Governance, and Inspired a Culture of Customer Commitment

One of our clients, a global footwear retailer, leveraged all three of these strategies to move toward a fully customer-centric approach to business. 

It started a few years ago, when an operations team leader, who was passionate about his team being customer-centric, started using customer data points as supporting points in conversations with his team. 

These conversations would look like “Did you know that when our associates offer additional merchandise at the point of purchase, there is a 17% average transaction size uplift.” or “Did you know when our associates are successful helping a customer try on a shoe, they are 3x more likely to make a purchase.”  

This CX champion was able to leverage these customer insights to socialize this information, and make other departments and employees aware of how they could improve the customer experience. Through these actions, a small cross-functional CX governance committee was formed. 

This team was able to get the attention of the executives with their data-driven decision making and were therefore able to help the c-suite realize that factors such as employee behavior, customer behavior, and customer insights are all important factors that drive sales and increase the bottom line. 

After the C-suite executives realized the importance of a CX program, they invested more into it. The CX program adapted and started to utilize an integrated approach to customer experience, where they combined insights from different areas of the organization. And with that approach, they are set to set off the same cycle of success over and over again!

So What? 

Based on our expertise and the lessons we have learned from all the CX programs we have helped grow, we have formulated a list of next steps that will help you make progress towards integrated CX!

Step #1: Go Beyond Surveys

Integrated CX isn’t just about surveys. Find other signals in your organization, and integrate them into your program. 

Step #2: Understand Emerging Customers

Continue to understand your customers. But, you also need to listen to the non-purchaser. Having a deep understanding of your future or potential customers will help you make business decisions. 

Step #3: Get Ahead, Stay Ahead

Having a plan in place is key to your CX success. At Pearl-Plaza, we often talk about designing with the end in mind. Knowing where you want your CX program to go and what you want to accomplish is key for starting out in a CX program. 

Step #4: Action, Action, Action

Go to work. Identify the initiatives that will have an economic impact. All action taken should be tied back to a specific outcome. 

If you want to learn more about leveraging customer data to craft seamless, differentiated experiences in store & online, watch the full webinar here!

Survey Methodology

Survey Methodology

When it comes to collecting data, one of the best ways to do so is a survey. Most companies put out surveys of some kind for customers and employees at different points. But there’s more to a survey than just a series of questions. In fact, surveys typically have a method behind them to gather specific types of data and to make them as effective as possible. But what is a survey method? What is survey methodology? Read on to learn about survey methodology and why that matters.  

What Is Survey Methodology? 

What is survey methodology? To begin, it’s important to distinguish between a survey methodology and a survey method. A survey method is the process or tool you use to gather information via a survey. For example, you might create an online survey with multiple choice questions, and that would be your survey method. A survey method can be qualitative or quantitative. We’ll talk more about survey method options and their pros and cons later on. 

Survey methodology, on the other hand, is the study of survey methods. It’s looking at all of the survey methods available and using applied statistical information to determine what methods give certain errors and where accuracy can be improved. Essentially, survey methodology studies sampling techniques and practices and determines the accuracy, so researchers of all kinds can improve their methods and get more accurate results. 

What Is the Purpose of Survey Methodology? 

So what is the purpose of survey methodology? Why do we have an entire field of applied statistics working on surveys? It’s important to understand why survey methods matter first. Survey methods are designed to help researchers and companies get information as accurately as possible. After all, the data you gather isn’t worth much if it’s completely inaccurate or riddled with errors that make it difficult to use. Survey methods are how you get data. 

Survey methodology exists to support survey methods. Survey methodology is all about studying the ways to improve the accuracy of survey methods, so researchers and companies can get the most accurate results from their surveys. It’s a field that exists to minimize errors—any deviations from your desired outcome—and help create data that’s as accurate to a population as possible. 

Think about it this way. The common stats phrase for setting up a survey is, “Garbage in, garbage out.” That means that if your method gathers bad data, you’re going to get bad results. The bad data can come from a variety of sources, but one major source is that your tool for gathering the data isn’t very accurate. Survey methodology’s purpose is to make those tools as accurate as possible. It’s what helps researchers and companies get great tools or methods to gather reliable data and get accurate results. 

Types of Survey Methods

Now that it’s clear what the difference between survey methods and survey methodology are, we can look at common types of survey methods available. 

Quantitative and Qualitative

Methods can include both qualitative and quantitative data, but what’s the difference? Qualitative data is descriptive data and more conceptual data. For example, if your survey is gathering qualitative data, you would want to collect quotes from respondents and try to look at the emotions and sentiments of your potential customers, rather than performing a statistical analysis. Qualitative data is the heart of data. 

Quantitative data is data that’s numerical—or quantifiable. When you perform a quantitative survey, you’re gathering information you can do a statistical analysis on; you want to know numbers. While qualitative data is the heart of your data, quantitative data is the bones and muscles; it’s what gives your data structure and support. 

Both quantitative and qualitative data are incredibly important. When you’re choosing to collect data, think about what you hope to accomplish with your data and whether you’re collecting qualitative data or quantitative data. That’s an important part of your survey methods. 

Structured and Unstructured

Another important part of your methods is the structure you choose. Some surveys are very particularly structured while some or more unstructured and allow respondents more liberty with how they answer and where the conversation goes. To determine how much structure you want, think about what kind of data you want at the end. If you want very specific types of data and quantitative data, you would probably choose a structured method that has people responding to exactly what you’re exploring. 

If you’re looking more at qualitative data, you might find it beneficial to take either route. On paper, a structured survey might be easier and get you the information you need. In an interview survey, you could go either way—or even strike a balance between the two—depending on if you’re interested in seeing where the conversation ends up going or in gathering data on something specific. 

Open Ended or Closed Ended Questions

Now it’s time to think of the methods for questions. In general, you can gather information from open ended or closed ended questions. Open ended questions are ones without answer options, a yes or no response, or a true and false response. These kinds of questions are typically geared toward qualitative data (but can be flexible, of course). Closed ended questions typically have respondents choose from some kind of option or require a one-word or one-number kind of answer. These questions are common for quantitative methods. 

Ultimately, a great survey may combine both open ended and closed ended questions to get a variety of data. 

Survey Collection Methods

The final aspect of your survey methods is the method of collection. There are many ways to collect data, but these are a few common ways with their advantages and disadvantages: 

  • Face-to-face
    • Pros: very personal, allows you to see non-verbal nuance, flexible for both structured and unstructured questions
    • Cons: can be time consuming to set up and takes resources to make happen
  • Online
    • Pros: easy to organize, can be easy to get large amounts of data at once, digital responses that are easy to analyze
    • Cons: could be subject to survey response bias, respondents may not complete the entire survey
  • Observations
    • Pros: simple to do and doesn’t require expert design, great for testing hypotheses
    • Cons: could affect the accuracy, no controlled variables
  • Focus groups
    • Pros: easy for qualitative and unstructured data gathering, get a variety of perspectives, may lead to salient ideas you haven’t considered
    • Cons: participants might not reveal their true thoughts, opinions of the respondents could be influenced by other participants

As you can see, there are so many survey methods to choose from to consider. And survey methodology is all about how to make these methods more effective. 

How to Write a Survey Methodology

When you’re going to use a survey, you can write out your methodology—or all the components of your methods and how effective they may be. Here are the steps to writing a survey methodology: 

  • Define your sample group and size (evaluate for accuracy against the population)
  • Decide on your methods and data collection method (while evaluating the effectiveness of those choices)
  • Design your survey questions and remember to keep in mind: 
    • The approach
    • Your time frame
    • Your method of collection
    • The wording of questions
    • Biases
    • (Evaluating each of these helps determine the accuracy of your methods)
  • Collect data
  • Organize and analyze your results

At the end of it, your methodology is all about thinking about and evaluating your accuracy with your chosen survey methods. 

The Bottom Line

Surveying can be a lot—especially when you not only have to consider your methods but also your methodology. There’s a lot to consider for data collection and analysis. But you don’t have to do it alone. Pearl-Plaza—a leader in survey creation, collection, and analysis—is here to support you. Contact us today to see how we can help you with your survey methodology. 

Employee Experience

This article probably isn’t the first place you’ve seen the terms “Great Resignation”, “Great Reshuffle” or “Big Quit” on the internet, and from the looks of things, the battle to retail talent won’t settle anytime soon. The causes and effects of employee churn are complicated, but the bottom line for brands and organizations the world over is simple: employee expectations have changed, and workplace cultures’ view of the employee experience must change as well.

You’ve probably seen that writing on the wall ever since The Great Resignation kicked off in early 2021, but if you’re not sure where to start, we have you covered! Today’s conversation briefly touches on how employee experience (EX) programs can help you navigate employee challenges big and small, how EX initiatives interconnect with customer experience (CX) and how all of this can lead to meaningful Experience Improvement! 

How We Got Here

The biggest assumption that a lot of the biggest brands have had going for many years is that customers are the most important part of an experience ecosystem. Customers are certainly vital, but we’re going to challenge that long-running assumption by saying that employees are actually an organization’s most valuable asset. Sure, happy customers help a strong bottom line, but passionate, bold, and invested employees are what encourage those customers to keep doing so. Employees are invaluable for creating the human connections that reinforce brand loyalty, which helps your organization stay at or reach the top of your vertical!

One of the reasons we’re seeing the Great Resignation play out so hard for so many companies is that, unfortunately, they didn’t view their employees through this prism. They didn’t adequately invest in employee support resources over a period of years, and when that lack of support came into focus during COVID-19, it was the last straw for many workers. A few other factors have contributed here too, but it all boils down to the fact that employees’ idea of a supportive workplace culture has rapidly changed.

The Rundown on Employee Experience

So, if employees are now expecting deeper and more consistent support from their workplaces, what’s the best way for brands to respond? The phrase “deeper and more consistent support” reads pretty simply on paper, but we all know that’s going to vary wildly from brand to brand, industry to industry. The truth is that there’s no one benefit, idea, or other silver bullet that will guarantee employee retention. Rather, organizations need to go deeper by carving meaningful intelligence out of their employee feedback, then acting upon it.

That advice sounds obvious enough, right? Well, you might be surprised (or not) to learn that a lot of brands and experience platform vendors consider gathering feedback the high water mark of program success, not acting on it. However, numbers and metrics alone aren’t going to get you the employee retention you need to create meaningful experiences—taking meaningful action is the only step that’s going to get you there.

So, with that in mind, shift your paradigm if you haven’t already to designing your experience program with the end in mind. Identify your retention challenges, build your feedback-gathering tools around those challenges, and analyze what your employees are telling you for insights to take action on. This approach differs significantly from what many brands have considered the norm for many years, where they simply inhale mountains of data and then try to scour all of it for any intelligence of value.

Trajectory Takeoff

We’ve talked about how employee experience got here, what employees are expecting from their workplaces, and a top-level methodology for organizations to use as they work to close that gap. But as brands begin gathering data or take a moment to reassess how they’ve been doing it, what type of roadmap might be most helpful for them to stick to as they grow their EX maturity?

Well, we have the answer to that as well! Click here to read a full-length point of view article from expert Michael Lowenstein on the various levels of EX maturity brands can use these ideas to achieve, as well as what each stage of that journey means for your employees, your workplace, and even your customers. Best of luck on the road ahead!

CX 101: Demographic Segmentation

Demographic Segmentation

If you were trying to convince your family to go on a weekend trip, you likely wouldn’t use the same tactics for every family member. Your retired parents may be persuaded by the luxurious rooms at the hotel, but your brother and his spouse probably care more about the activities they could do with their kids. Your college student sibling would likely love the break from school, but they’re more concerned with affordability compared to the rest of the family.

Even within a single family, there are different types of people with different values, concerns, and priorities—now consider how much variance there is in a national or global market campaign. Personality, occupation, and life experience all affect what appeals to a certain person, which is why demographic segmentation is so important in all marketing efforts. Finding out what your audience demographic looks like will help you better understand the needs of your target customers, create more specific solutions, and market those solutions better.

There are 4 different types of segmentation: demographic, psychographic, geographic, and behavioral. Demographic segmentation is just one part of the puzzle, but an essential tool for competitive marketing, especially in the digital space. This article will go over everything you need to know about demographic segmentation and how to take your business to the next level with advanced demographic analysis technology. But first, let’s go over the basics.

What Is Demographic Segmentation?

Demographic segmentation is a method of grouping a target audience or customers by specific traits, most often by age, gender, occupation, income, socioeconomic background, and family status.

If your product or service is meant for luxury and comfort but comes with an expensive price tag, you would want to target high-income households. If your product or service is mostly bought by women, you want to be able to market to them specifically. Let’s say you sell solar panels; the demographic for your product is warmer climates, and knowing that allows you to segment that group of people and market to them while avoiding the uninterested ones. Once you’ve identified the right group, it’s much easier to target their needs and appeal to their preferences.

By dividing the market audience into smaller and more specific categories, businesses can better define who their audience is and ultimately funnel their messaging and resources into focused and effective strategies. The prospective market is clearer, current customers are more accurately advertised to, and businesses can personalize the experience of their brand for each segmented audience.

Not only can you use demographic data to identify and isolate customer groups, but you can also use demographic segmentation for UX design, brand positioning, CX, and other analytic tools that assist with business strategies. The most competitive businesses that are seeing success from their marketing efforts gather demographic data using analytics software, consumer insights, and census data.

Benefits of Using Demographic Segmentation

Using demographic segmentation isn’t just beneficial—with the rise and projection of digital marketing, understanding the traits of your target audience is becoming more essential. Here are five more benefits of using demographic segmentation to hone your target audience research.

Personalization and Relevance

When you segment your audience based on accurate demographic data, you can advertise and communicate with each group according to their preferences and values. That means your messaging, the pain points you solve, and the features you highlight can be different (and more effective) for each audience. Your products or services can be relevant to a range of audiences, but your message won’t resonate exactly the same with every person in that range. To be relevant and persuasive, a customized approach is best. 

Optimized Marketing Strategies

It may seem like going after such specific audiences limits your reach to potential customers, but the opposite is true. By segmenting your target audiences into demographic groups, you can identify common threads within each group and offer more satisfying content or ads. Targeted ads that are especially polished will also increase the visibility of your brand and products, so you will have greater volume and more impactful ads that convert for the right group.

Improved Products or Services

The more you know about the needs of your customers, the better you can serve them by offering improved products and services. For example, a company could learn through demographic analytical tools that the shaving cream they originally advertised for men is actually being bought and used by more women. This would allow the company to tune its product offering for its female audience.

Increased Customer Retention

When the customer experience is better than ever, so are customer satisfaction and loyalty. Knowing what someone needs is a powerful tool when it comes to both business and marketing. By providing improved products or services and personalized solutions, especially over time, customers will return to that company. Customized solutions also add a personal touch to your brand, which is something most customers appreciate and want more of.

Data-Driven Decision Making

It’s much easier to make a decision about what your marketing budget should go to if your audience groups are crystal clear. Instead of putting money and time towards potential customers that you aren’t sure about, you can have a strong idea of the products and solutions specific demographics need.

It’s of course important to remember that demographic information is still working off certain assumptions. However, relying on time-tested statistics gives you much more direction and surety than blindly hoping your message or offering is well received by someone. Intentional and evidence-based advertising is far more effective, which is what demographic segmentation can help with.

What Variables Are Included in Demographic Segmentation?

Many variables can be used in demographic segmentation, but here are the most common and relevant ones, depending on the industry.

  • Age: People have different experiences, desires, and priorities depending on their age. You wouldn’t advertise a dentist’s office to a tween the same way you would to an adult. You also have to consider someone’s level of work and life experience, which often comes with age.
  • Gender: Men and women share many needs, but there are some needs or appeals that tend to lean one way or the other. A nail salon likely gets more women customers than men, so while they may get both, they may want to focus their efforts on the women in their area. But beware of harmful stereotypes—there are plenty of sales pitches that have no need to advertise to only men or women.
  • Ethnicity: Ethnic backgrounds can greatly affect something’s appeal or even its appropriateness. Many ethnic groups take great pride in the traditions of their community and culture, so it’s important to know who you’re talking to so you can actually address their unique needs.
  • Income, Occupation, and Education: Money isn’t everything, but it is an important demographic factor. People in different income brackets save and spend their money differently, so to get the right eyes on your products. It’s important to consider who really wants and can afford what you’re offering. Similarly, a blue-collar worker compared to a professor at a college may even make the same amount of income but have totally different types of education and experience, so each customer type would need to be marketed to differently.
  • Religion: Faith is a big part of many people’s lives, and similar to ethnic appeals, you want to be careful that you’re properly advertising to certain groups to avoid offending or alienating your target audience.
  • Family Structure and Marital Status: It’s wise to look at large families compared to couples or single people. If you only advertise your product to families but your product could easily be helpful to a single person, you may be missing out on an opportunity. On the other hand, you may have a more niche market, such as a jewelry store, so couples getting engaged would be far more relevant for your marketing efforts. Children are a huge part of many parents’ lives, so it’s important to factor them in as well.
  • Sexual Orientation: With such a broad spectrum of sexualities and preferences, it’s important to be inclusive to all while recognizing what a specific group of people may need or like. If a lot of your customers come from a progressive and urban city, it’s going to be important for most of them to see representation in your advertisements.
  • Residence Environment and Location: Speaking of urban cities, where someone is located, whether urban or rural, plays a big role in someone’s preferences. A lot of people in the city don’t drive a car and instead use public transportation, but others that live in the country desperately need their vehicles to get to their jobs every day. How a car dealership markets its cars could drastically change based on who is looking for a car.

More Demographic Segmentation Examples

Here are some examples of demographic segmentation and how it can change the way a company approaches its audience, marketing strategies, and customer experience.

Location: Save Money and the Environment

Let’s use the solar panel example we talked about earlier. Solar companies need to mainly advertise to people in places that get a lot of sunshine. However, solar panels have many benefits, like how they save money on electricity and make less of an impact on the environment. Based on their demographic information, a solar business can adjust their messaging to what’s actually relevant to them. People that live in rural single-family homes and use a lot of electricity will be interested in the savings, while green thumbs—often living in the city—are going to appreciate the environmentally friendly attributes of solar.

Family Status: A Versatile Vehicle

If a car company has a spacious vehicle with a lot of storage and seating, it could appeal to big families who have a lot of children to get around. On the other hand, a small business owner who transports their products everywhere by themselves could also use a spacious vehicle—but the car company would need to market differently to these two potential customers. With demographic segmentation, the company could create two different advertising campaigns, one that focuses on family values and authentic family living versus a woman running her own business independently.

Diversity: Take a Walk in Their Shoes

Foot Locker, a global shoe store, used personalized customer experiences to better their service since it had a broad range of customers with a lot of customer feedback and surveys. Outside of their typical customers, they also had elderly customers, guests with disabilities, non-sneakerheads, and customers with diverse interests. By analyzing their demographic data, they were also to customize both the in-store and online customer’s journey for different demographics, which was better for the brand and the consumer.

Pearl-Plaza Can Help with Demographic Segmentation

If you’re ready to upgrade your marketing and other demographic tools, it’s time to partner with Pearl-Plaza. Pearl-Plaza has the Customer Experience Cloud that helps you perform demographic analysis and segmentation so that you can give your customers the best CX possible.

Book a demo to see how Pearl-Plaza’s CX Cloud can help you optimize demographic segmentation, improve the solutions for your customers, and make the most of your marketing funds!

The 12 Qualities of Good Survey Questions

Surveys are a great way to collect information about people's perceptions, opinions, thoughts, attitudes, etc. However, the trick is making sure that you're asking your questions the right way in order to get the data that you need, as well as ensuring that the people who take your survey will all interpret your survey questions the same way. To help you get started, below are 12 qualities of good survey questions to keep in mind when writing your surveys.
Qualities of Good Survey Questions

Surveys are a great way to collect information about people’s perceptions, opinions, thoughts, attitudes, etc. But what makes for a good survey or good survey question?

The trick is making sure that you’re asking your questions the right way in order to get the data that you need, as well as ensuring that the people who take your survey will all interpret your survey questions the same way. To help you get started, below are 12 qualities of good survey questions to keep in mind when writing your surveys.

12 Things Good Survey Question Do…

#1: Evokes the truth. However, you should avoid sensitive questions.

#2: Asks for an answer on only one dimension. You will need to phrase the question to extract the exact information you need, and avoid the possibility of someone giving you an ambiguous response.

#3: Can accommodate all possible answers. A good practice is to allow for multiple responses. Don’t assume that you know it all.

#4: Has mutually exclusive options. (i.e. There should be only one correct or appropriate choice.)

#5: Flows well from the previous question. Your question transitions should be smooth and logical.

#6: Does not make erroneous assumptions.

#7: Does not imply a desired answer. Remember to use objectivity in your questions.

#8: Does not use emotionally loaded or vaguely defined words. Also remember not to use unfamiliar acronyms or abbreviations.

#9: Does not ask the respondent to rank more than five items in a given series.

#10: Puts personal questions at the end of the survey.

#11: Gives respondents the option to not answer the question.

#12: Uses one or two open-ended questions. This invokes direct, well thought out answers.

Types of Survey Questions

Here are some of the most common survey question types you could use:

  • Multiple Choice Questions
  • Open Ended Questions
  • Close Ended Questions
  • ‘Yes’ or ‘No’ Answer Questions
  • Rating Scale Questions

Good Survey Questions to Ask

Depending on your subject matter, here are some examples of good survey questions to ask about a product/service or a brand/company.

  • What could we improve on?
  • On a scale of 1-10 how easy was it to use our product/service?
  • Would you recommend our product/service to a friend?
  • Why did you choose us over a competitor?
  • Did our product/service help you accomplish your goal?
  • Did we solve your problem?
  • How can we be more helpful?
  • What would you like to see from us?
  • How would you rate our customer service from 1-10?
  • Why did you choose this product/service?
  • Why are you canceling your service? 
  • Where did you hear about us?

Your survey will want to give you the right data so make sure to ask the right questions and phrase it in a way that’ll achieve what you’re looking for.

Looking for More Advice on How to Craft Effective CX Surveys and Good Survey Questions?

Over our decades of experience improving customer and employee experiences with the world’s most beloved brands, our experts have collected plenty of best practices and compiled them into various resources to help you inform your efforts! Wondering how to measure survey success? We’ve got you. What about increasing your response rates? We’ve got you there, too.

Check out this list of our most game-changing survey best practices here:

Focus on Your CX Program to Improve Your Response Rates

Clients frequently ask Pearl-Plaza XI Strategist Eric Smuda how they can improve their response rates, which is a significant issue in the customer feedback and market research arenas. However, he believes the obsession with them is misguided and stuck in traditional market research methodology. The quality of the feedback you are getting is much more important than how many people answered a given question or the statistical significance of that sample size. Learn more here!

When to Send a Traditional Employee or Customer Experience Survey

What questions warrant sending a survey? Our experts advise a process of elimination that helps you understand which listening tools to use and when—and they’ve laid it out step by step in this asset!

How to Achieve Meaningful Listening Through Surveys

It can be tempting to send out surveys whenever you have a question, but effective surveys are part of a much larger strategy. Wondering how to craft that strategy? Our expert Andrew Park has you covered in this quick article.

How Short Should You Make Your Survey?

Most customer experience surveys are designed to be five minutes in length or shorter. However, we have seen a trend toward companies requesting even shorter customer experience surveys, often due to the impression that shorter surveys increase response rates. Their assumption is that customers are overwhelmed with surveys and therefore will only answer short ones. Is there empirical evidence to back up this perception? Find out in this white paper by expert Dave Ensing!

The Art and Science of Email Survey Invitations

We don’t know about yours, but our email inboxes are constantly flooded with requests from brands! So, how do you make your email survey invitations stand out, fetch great response rates, and collect quality data? Dave Ensing has the answers here!

Looking for more advice on how to craft good survey questions and even better surveys? Contact an Pearl-Plaza sales representative today to inquire about Pearl-Plaza Survey Design & Data Gathering Best Practices Consulting Services. And/or, sign up today for one or more survey training courses at Pearl-Plaza University.

Customer Journey Map Examples

What Is A Customer Journey Map?

A customer journey map is a diagram of all the places customers come into contact with your brand, online or off. Each of these touchpoints influences the customer, and by analyzing customer behavior, feelings, and motivations around each touchpoint, you can begin to identify opportunities to establish more positive relationships by giving customers what they need at any given stage of their journey.

The goal of a customer journey map is to gain a deeper understanding of your customer, how they interact with your brand, and how each interaction affects your relationship. It’s also a way to ensure that the brand experience remains consistent for each customer across touchpoints.

“With the number of touchpoints a customer has with a brand increasing with the proliferation of technologies and channels, the need to create a consistent experience is critically important.” – McKinsey & Company

But the big picture goal is why there is so much buzz around customer journey maps now:

A Customer journey map can move you towards more conversions, greater customer loyalty, and improved customer experience from end to end (or from end to forever, if you are subscription-based and there’s no bottom to your sales funnel).

But a customer journey map can be complicated to create, and the results can be difficult to track and interpret from end to end. Many businesses are tempted to ignore it altogether in favor of lower-hanging fruit to increase conversions.

However, that hesitancy to use customer journey maps is quickly disappearing as more companies are seeing the results from properly customer journey mapping.

And, if your company is struggling with the question: “Why aren’t customers completing (or repeating) purchases?” – there is no better time to create a customer journey map that will lead you to that answer.

SaaS companies optimize the customer journey with this 4-touchpoint approach from Pearl-Plaza.

Customer Cartography: Where to Begin on a Customer Journey Map

“We found that a company’s performance on journeys is 35 percent more predictive of customer satisfaction and 32 percent more predictive of customer churn than performance on individual touchpoints. Since a customer journey often touches different parts of the organization, companies need to rewire themselves to create teams that are responsible for the end-to-end customer journey across functions.” – McKinsey & Company

What’s Included in the Customer Journey Map?

Before getting started on a customer journey map with the steps below, here’s an overview of some of the key components that make up the map. Be sure to weave these key components into your customer journey mapping process.

  • The Buying Process: The customer buying process includes milestones from start to end with their purchasing journey. You’ll want to draft the path you intend the customer to take by listing the buying process stages.
  • User Actions: This explains in detail what a customer may do before initiating a transaction such as seeing the ad of the product and hearing about it from their social circle.
  • Emotions: Adding emotions into the process helps to understand how the customer feels when they’re searching for solutions to solve their pain points.
  • Pain Points: This element gives insights into where a customer might encounter a negative experience and helps us understand why.

Solutions: This last part of the customer journey map is for your team to brainstorm where to improve based on the customer journey.

Gather Your Customer Journey Map Cross-Functional Team

As customers go through the various stages in the sales funnel, they cross departments from marketing to sales to product to customer success and customer service.

So it only makes sense that, when choosing your team for your customer journey mapping project, you have a representative from each of these departments involved. Having a cross-departmental team is vital to gaining the kind of understanding that is the whole point of the customer journey management exercise.

“When a manager takes the lead to form a cohesive, customer-centric, interdepartmental team, it not only facilitates learning and accountability throughout the whole company, it can even change company culture for the better.” – Jessica Pfeifer, VP & General Manager, Pearl-Plaza.

Defining Customer Segments for a Customer Journey Map

Once your team is assembled, ask marketing to list out each key customer segment for the customer journey map.

Customer-Journey-Map-for- a-segments

Example of a segmented customer journey map

It’s extremely likely that each customer segment’s journey will be different. They’re likely finding you, and communicating with you, in different ways depending on demographic and psychographic variables.

That means, unless you only have one ideal customer persona, that you’ll actually be creating several customer journey maps, one for each segment.

Plotting Touchpoints for a Customer Journey Map

Once you have your customer journey map segments identified, it’s time to plot out your touchpoints for each one. How and when does your customer interact with your brand, your product, your team?

You can decide whether you will tackle the pre-acquisition journey, post-acquisition journey, or the whole customer journey map.

touchpoint customer journey map

With touchpoints, there are the ones you have control over, and the ones you don’t. There are the ones you can track easily, and those you can’t. If your company advertises via billboard, for example, that can be hard to track, even if you survey customers.

Of the ones you can control and track, online touchpoints are the easiest. So start there. Ask your marketing team members to fill you in on what the top of the funnel looks like, what links are bringing people to your website, and how those people first heard of you. In the post-acquisition phase, Customer Success and Support own certain customer touchpoints, and are likely already gathering feedback about them from customers. These touchpoints may include the end of the onboarding cycle in SaaS, order delivery in ecommerce, and customer support interaction. The Product team may articulate customer journey map points that are driven by behavior, such as feature adoption in SaaS or a purchase threshold in e-commerce. 

And, if the team doesn’t know already, don’t be afraid to ask the customers themselves – every step of this customer journey map should be grounded in real customer data. At the same time, don’t let the exercise become overwhelming. You and your team may already have an intuitive sense of the customer journey map. Get something documented and work to refine it over time. 

Gathering Customer Data for a Customer Journey Map

You need more than touchpoints for your customer journey map. You need to know what’s happening at and around each touchpoint. You have to get inside the minds and hearts of the customers at every juncture to find out what they’re thinking, feeling, and needing to do.

Of these three, understanding customers’ emotions shouldn’t be given short shrift: 69% of consumers say that emotions count for over half their experiences. Consider adding emotions into your customer journey map.

Unless you have robust research from marketing and customer success departments already, you may want to gather all of this data, asking members of each segment – around every identified touchpoint – these questions:

Questions to Ask for a Customer Journey Map

  • What they’re thinking at that touchpoint
  • What they’re feeling at that touchpoint
  • What they need most at that touchpoint (use this as an indicator of buyer stage – awareness, research, choice reduction, purchase)
  • What their ultimate goal is (why are they here?)
  • What they do/did at that touchpoint (or use a session recording program to see exactly what they did, like hitting the “back” button when they land in the cart, etc.)

To get a pulse across your entire customer base, consider tracking core customer experience KPIs. These include Customer Satisfaction (CSAT) and Net Promoter Score. You can use your customer feedback software program to deploy at specific touchpoints, alerting you to places where people are experiencing trouble that will require more of your attention.

You may also need to conduct analytical research for a customer journey map, taking a deep dive into your website/product analytics to find what users are doing and where they might be experiencing difficulty.

And don’t discount the data your customers volunteer on social media and review sites. You can gather valuable anecdotal evidence for your customer journey map from a social media listening tool – as well as from the stories of your own customer success and customer service managers.

With this data, you can start to build a customer journey map for each segment persona, for each purchase stage, and each touchpoint, with an overlay for what they are thinking, feeling, wanting, doing, and most importantly, what they’re hoping to achieve.

The Customer Success Component of a Customer Journey Map

This is where we add Customer Success to the mix, ensuring that at each step, we have a crystal-clear understanding of each customer segment’s success milestones and ideal outcomes, so we can bridge any gaps between them.

Including customer success metrics, (particularly success milestones) in your customer journey map isn’t often. This is likely because customer journey mapping has been traditionally focused on the top end of the funnel – Acquisition, Decision, and Purchase phases.

But SaaS is different. The funnel doesn’t end with the purchase. The goal isn’t to sell once or twice, but to retain customers via subscription, which requires continually providing and increasing value.

SaaS businesses – you need to chart much more than any other industry and make each post-purchase touchpoint count towards getting your customers closer to their desired outcome.

And that focus turns touchpoints into stepping stones towards success milestones.

In practice, this means you’ll need to consider how touchpoints, especially after purchase, can be used to help your users make real, tangible progress.

Customer Journey Mapping Examples for SaaS, eCommerce, and Brick-and-Mortar Stores

There are so many ways to create a customer journey map, and it can be difficult to decide what has to be in, and what may be less important to you depending on your type of business and your goals. Here are a few customer journey mapping examples from different types of industries that are mapping their customer journeys effectively. 

First, let’s look at two of the main ways you can organize your customer journey map data: Linear or chart.

Linear: Works best when customers have fewer options for how they interact with you, or when you want to create a customer journey map along a timeline.

Customer Experience map

Chart: Works best when you have touchpoints that meander in a nonlinear fashion.

Chart format customer journey map

Clearly, both types of charts can hold a lot of widely-varying information. And there are many more ways to create a customer journey map too, like with emotion-centered maps.

Emotion-centered-customer-journey-map

Or customer journey map by departments

Customer Journey map with department touchpoints

By need

CX-Map-by-customer-Need

Whichever way you choose to create your customer journey map, be sure to include what the customer feels and needs at every touchpoint, as well as how you can improve the one and deliver the other.

Here are some more customer journey map examples by industry. Notice that no single map has everything.

SaaS Customer Journey Map example by Pearl-Plaza

SaaS Customer Journey Map example by Telefonica

Saas Customer Journey

eCommerce: Lancome’s Brand Experience Map in Two Ways:

Experience journey

lancome cx journey

A slightly different angle on a customer journey map :

lancome-brand-exp-journey

Brick-and-Mortar: Starbucks

Starbucks Customer Journey Map

Improving Customer Experience (CX): Start with a Simple Customer Journey Map

As you can see, there are many, many valid ways to approach a customer journey map.  The customer journey map examples above reflect deep thinking and research — the result of intensive project work by these companies. Use them for inspiration.  Don’t let them stop you and your team from drafting a simple journey flow to get the ball rolling.

By dedicating even an afternoon to a cross-functional knowledge-sharing session you will likely come away with:

  • a more robust understanding of how your customers interact with and “experience” your company.
  • a basic journey map
  • 3-5 “low hanging fruit” opportunities for improvement

Your goal with all of this is to improve customer experience. Remember, there is a good reason for that. As Jake Sorofman, Research VP, Gartner says,  “As competition and buyer empowerment compounds, customer experience itself is proving to be the only truly durable competitive advantage.”

Good luck on your journey!

Measure and improve customer journey experience. Sign up today for free Net Promoter Score, CSAT or Customer Effort Score feedback with Pearl-Plaza.

Regulatory Compliance

The challenges involved in regulatory compliance vary greatly between industries, countries, and companies. But many compliance tools lack flexibility or are missing key technologies for parsing complex structures in legal, medical and financial documents. That’s where pearl-plaza.rues in.

Leverage Pearl-Plaza to Lower Your Regulatory Compliance Costs and Risks

Pearl-Plaza helps you tackle compliance challenges involving text data through “semi-custom” solutions. We combine semi-structured data parsing, natural language processing (NLP), and machine learning with other features and technology suited to your specific problems. By working from our existing infrastructure through a staged Proof of Concept, we reduce your initial investment and deliver tangible results more quickly. 

We don’t “solve” or automate your entire industry. Instead, we help you improve existing compliance processes and scale your compliance teams more easily, resulting in lower costs and reduced risk across your organization.

Your Regulatory Compliance Technology Toolkit

Curious about the tech Pearl-Plaza provides that will help you get the job done? Here’s an overview of your toolkit:

Natural Language Processing Features

  • Sentiment Analysis: Combine natural language processing (NLP) and machine learning techniques to assign weighted sentiment scores to the entities, topics, themes and categories within a sentence or phrase.
  • Theme Analysis: Use natural language processing (NLP) to break down sentences into n-grams and noun phrases and then evaluate the themes and facets within.
  • Entity Recognition:  Identify people, places, and things within a piece of text.
  • Categorization: Categorize customer reviews, support tickets, or any other type of text document into groups based on their contents.
  • Intention Extraction: Determine the expressed intent of customers and reviewers.
  • Summarization: Extract the most relevant sentences from each document so you can quickly understand the main ideas without spending valuable time reading the whole document.

Semi-Structured Data Parsing: A powerful tool for identifying and extracting text data from PDFs, .docx files and other “semi-structured” documents while understanding the structures and relationships of each element.

Machine Learning: Custom machine learning “micromodels” to tackle unique challenges in your data, such as entity recognition on ambiguous company names or classifying news articles into pre-defined topic lists.

Add-ons and Integrations: 

  • ​​Low-level NLP configuration
  • Custom user interfaces
  • Specific technology integrations
  • Feedback loops for model training
  • User and project management tools
  • Database/warehouse hookups
  • Upload wizards and connectors
  • …. And more

Pearl-Plaza for Regulatory Compliance in Action: A Quick Case Study

Pearl-Plaza has helped brands across healthcare, biotechnology, pharmaceuticals, financial services, and more, but today we will share a financial services case study.

An Australian financial services firm needed help ensuring their compliance with federal disclosure mandates across hundreds of Statement of Advice (SoA) documents. Before, the firm’s auditors manually reviewed a subset, but this process was slow and unreliable.

Pearl-Plaza focused on improving the firm’s existing audit process. First, we trained our semi-structured data parser to understand the underlying structure of SoAs. Then we configured our NLP to identify, extract and analyze entities within each section. Finally, we built a connector to structure and export this data into an easy-to-scan spreadsheet.

“Pearl-Plaza’s solution for financial services disclosure compliance identifies, analyzes and structures key data from Statement of Advice documents for internal review.”

This solution substantially reduces the firm’s noncompliance risk by empowering regulatory compliance auditors to review hundreds of documents in minutes. Now they can quickly and reliably spot missing disclosures, suspicious recommendations, and other areas where advisors may not be working in their clients’ best interests.

To learn more about how Pearl-Plaza can help revolutionize your approach to regulatory compliance, check out our dedicated website here.

Employee Advocates Customer experience

This article was originally posted on CustomerThink.com

Do companies recognize the high customer experience (CX) value of employee advocates? Shouldn’t they want to cultivate the kind of behavior advocacy represents?

That’s my belief. And, because of dramatic, behavior-shaping trends in the world of talent and skills availability, significant and lasting disruptions in the way people work, and the greater independence of today’s employees, I’m convinced they should both recognize and cultivate it.

The EX/CX Connection

Employees are the key, critical common denominator in optimizing the customer experience. Very often, either directly or indirectly, they are at the intersection of customer/vendor experience. Making the experience for customers positive and attractive at each point where the company interacts with them requires an in-depth understanding of both customer needs and how what the company currently does achieves that goal, particularly through the employees. That means that companies must seek to understand, and leverage, the impact employees have on customer behavior. Further, and equally important, they must focus on optimizing the employee experience.

Supporters of employee satisfaction and engagement programs, research and training techniques, with their focus on retention, productivity, and fit or alignment with business objectives, have made some broad, bold, and often unchallenged, assertions with respect to how these states impact customer behavior. Chief among these is that, beyond skills, everyday performance, and even commitment to act in the best interest of their employers, employees have natural tendencies and abilities to deliver customer value, fueled by emotion and subconscious intuition.

Though on the surface this sounds plausible, and even rather convincing, a thorough examination of how employee satisfaction and engagement link to customer behavior will yield only a tenuous, assumptive and anecdotal connection. In other words, there is much vocal punditry, and even whole books, on this subject, but little substantive proof of connection or cause.

Powerful and advanced research can generate insights which enable B2B and B2C companies to identify current levels of employee commitment, and it provides actionable direction on how to help them become more contributory and active brand advocates. Employee advocacy, as an advanced EX core concept and research protocol, was designed to build and sustain stronger and more commitment-based and rewarding employee experiences and also improved customer experiences, driving the loyalty and advocacy behavior of both stakeholder groups, and in turn increasing sales and profits.

It is often stated (especially by corporate CEOs) that the greatest asset of a company is its employees. Emotionally-based research has uncovered specifically how an organization can link, drive and leverage employee attitudes and behavior to expand customer-brand bonding and bottom-line performance. This is advanced EX, some might even say it is revolutionary! Employee advocacy research can be combined with existing customer and employee loyalty solutions to provide companies with comprehensive and actionable insights on the state of their employees’ attitudes and action propensities, and how those may be affecting customer behavior.

Employee advocacy identifies new categories and key drivers of employee subconscious emotional and rational commitment, while it also links with the emotional and rational aspects of customer commitment. At the positive and negative poles, these employee-focused commitment categories include:

Defining Employee Advocates (And Employee Saboteurs)

– Advocates, the employees who are most committed to their employer. Advocates represent employees who are strongly committed to the company’s brand promise, the organization itself, and its customers. They also behave and communicate in a consistently positive manner toward the company, both inside and outside.

– Saboteurs, the employees who are the least committed to their employer. Saboteurs are active and frequently vocal detractors about the organization itself, its culture and policies, and its products and services. These individuals are negative advocates, communicating their low opinions and unfavorable perspectives both to peers inside the company and to customers, and others, outside the company.

In any group of employees, irrespective of whether they are in a service department, technical specialty, or a branch office, there will be differing levels of commitment to the company, its value proposition and brands, and its customers. If employees are negative to the point of undermining, and even sabotaging customer experience value and company or brand reputation, they will actively work against business goals. However, if employees are advocates, and whether they interact with customers directly, indirectly, or even not at all, they will better serve and support the organization’s customers.

Employee Advocates are Essential to Customer Experience—and Overall—Success

Where customer experience is concerned, it is essential to remember that organizations and brands looking to succeed in today’s competitive climate have successfully embedded CX into their cultures, from the C-level executive to the frontline employee. They prosper by using insights generated from a variety of channels and touchpoints, including employees, integrated with customer data from multiple sources, mined by sophisticated text analytics technologies, and then channeled to steer and guide every corner of their businesses.

The more successful the brand and organization, the more evident that the approaches taken are both bottom-up and top-down. This helps ensure a more strategic and real-world view of stakeholder behavior. Truly effective organizations have wisely invested key resources in the stakeholder experience. and at every level of the enterprise. Their leaders, likewise, focus on both individual and collective accomplishment.

This kind of achievement and fulfillment requires that experiences be optimized for all stakeholders. It’s a simple, basic premise, but it works – now and for the future. Ideally, there should be a direct linkage back and forth between the leader, the employee, and the customer. This is where employee advocacy, like the edelweiss flower, can bloom and grow.

The Secret to Improving CX Survey Response Rates

It is a fact that CX survey response rates have been declining. Additionally, we are being surveyed more and more every day about every mundane thing in our lives. Even the federal government is in on it—an executive order in 1993 directed federal agencies to gather public feedback on how well they delivered services and to strive to offer a comparable level of customer experience with private companies. Orders similar to that one have continued into the present day.

But, with surveys being the lifeblood of nearly all customer experience (CX) programs, what is a CX practitioner to do to improve their CX survey response rates? Much has been written about the tactical things a survey owner can do: list hygiene,  fatigue or quarantine rules, visual appeal of the invitation, subject line, formatting, time estimates in the invitation, etc.  And while these elements can have some impact, they are temporary band-aids for the over-surveying problem.

The Secret to Improving CX Survey Response Rates Is…

I’ll let you in on a secret: if you truly want to improve and sustain your response rates, look to your CX program (specifically your closed loop processes). There are two critical things any company can do to improve its response rates, and they tie back to the inner and outer loop concepts described in the Net Promoter SystemSM.

You’ve probably heard that it’s vital for organizations to close these loops, as doing so can help you achieve everything from Experience Improvement (XI) to enhanced customer retention and sustained business growth. That’s true!  But effectively closing these loops also provides an incentive and opens a door for continuous feedback from your customers or members.

The Inner Loop

The inner loop refers to the systems, processes, and teams that organizations use to respond to customers one-on-one to address negative feedback. Having an effective inner closed loop process is of obvious importance to any company that wants to keep its doors open, let alone create a differentiated and meaningful experience for customers. Fail to close the inner loop, and you open the “leaky bucket.”

However, if you can build a system that allows you to receive customer feedback, analyze it for actionable insights, and respond both meaningfully and expediently, you’ll have a much easier time retaining customers and extending their lifetime value. You will learn more about their individual preferences and may even potentially cross-sell or upsell them to additional products and services.

There is also plenty of research that demonstrates that customers whose complaints have been successfully resolved tend to leave higher review scores than customers who never had a complaint in the first place! Finally, by responding to customers when they have complaints, you demonstrate that you have listened and acted on their feedback, giving them a strong incentive to provide feedback again in the future.

The Outer Loop

The scope of the outer loop is considerably wider than that of the inner loop and requires more organizational resources, cross-silo cooperation, and team coordination.  Rather than focus on individual customer interactions and complaint resolution, the outer loop is about the actions your organization takes on the collective feedback you’re receiving to drive Experience Improvement and communicate those improvements back to a much broader segment of customers (if not your entire customer base). The one-on-one interactions that comprise the inner loop are certainly important, but the outer loop is all about incorporating those into a cumulative group effort to drive sustained Experience Improvement.

This improves your CX survey response rates by demonstrating to all customers that your organization truly does care about feedback and attempts to take action to improve the overall customer experience. This provides a feedback incentive even for customers who may not have shared it in the past, as they see the direct benefit.

Widening Focus

Click here to read my full-length Point of View on how focusing on your CX program will actually help you achieve better outcomes. In the meantime, take advantage of anything you might have learned here to meaningfully improve your inner and outer loop processes. I promise you you’ll see a difference.

What You Need to Know About Gen Z Customer Experience

If we were to sum up what brands need to know about Gen Z customer experience preferences (and employee experience preferences) in a few words, it would go something like this: they’re different. Revolutionary even. This may seem like an oversimplification, but when you think about it, Gen Z grew up in a world that is more connected than ever, has more access than ever, and accomplishes everything faster than ever. It makes sense, then, that their standards for customer and employee experiences would be higher than ever, too.

Because Gen Z makes up 26% of the global population, their preferences should already be playing a significant role in your business strategy—and their influence will only grow! That’s why we put a magnifying glass over these emerging consumers and employees in our recent 2022 Experience Trends report, to give you the intelligence you need to create a positive impact with Gen Z, whether you’re trying to convince them to become loyal customers or recruit them to be engaged employees. 

Here’s what you need to know according to our data:

What Is Most Important for the Gen Z Customer Experience & Employee Experience?

Tip #1: Seamless and Efficient Experiences Are a Must

We’ve spent a lot of time on the Pearl-Plaza blog discussing the importance of a seamless experience. It doesn’t matter what channel or touchpoint, your customers and employees should have a sense of consistency every time they interact with your brand. And for Gen Z, seamless experiences are table stakes when it comes to maintaining their loyalty. Gen Z shops both online and in store, so it’s imperative that they are able to experience the same level of convenience, personalization, and general experience excellence across the board.

Tip #2: Gen Z Is Unlikely to Complete a Traditional CX or EX Survey

Get ready for a mic drop moment: Gen Z is simply less likely to fill out a traditional survey. In the course of our research we found that:

  • In the US:
    • Only 19% of your emerging customers (Gen Z) are likely to complete a traditional survey
    • Only 22% of your emerging employees (Gen Z) are likely to complete a traditional survey
  • In Canada:
    • Only 28% of your emerging customers (Gen Z) are likely to complete a traditional survey
    • Only 41% of your emerging employees (Gen Z) are likely to complete a traditional survey

So what feedback collection methods should you be using if you want to gauge the Gen Z customer experience? We suggest  Microsurveys, social media and review sites, and live chat to gain the intelligence you need to compete for Gen Z’s loyalty.

Thinking of adapting your approach to customer experience surveys, and customer feedback in general? Our experts have derived a four step process to help you leverage all of your data, and only send surveys when they’ll be most effective. Check it out for free here!

Tip #3: Social Media Influencers Have Significant Reach

Gen Z’s first exposure to your brand is likely via social media, and more specifically, through social media influencers. We asked Gen Z consumers about whether they used an influencer code to make a purchase in 2021, and if they are likely to use influencer discount codes in the upcoming year. Here’s what they told us:

  • One of three emerging Gen Z customers had used a social influencer code in 2021
  • One of three emerging Gen Z customers were planning to use a code in 2022

From these numbers, it’s clear social media influencers will continue to, well, influence the emerging consumer. If you haven’t considered leveraging influences to acquire new customers, then it’s time to start!

Tip #4: Strong Brand Values Are Make-or-Break 

Gen Z has high standards when it comes to the brands they support, and even higher standards for the brands they work for. When looking into a possible employer, our research found that Gen Z is looking for three primary values. Here they are as explained by Gen Z:

  1. Culture: “[I] am likely to choose a [company] that allows me to express myself […] and [get] creative with mentorship and support.”
  2. Diversity: “I’m looking for [a company] that bring in diverse [experiences and] talents that can challenge one another.”
  3. Connectivity: “I believe that success [means] bringing everyone together […] we all [want] to be part of the equation [not just our executives].”

To successfully recruit this value-driven generation, brands should take care to emphasize these core values in job descriptions, internal messaging, and beyond.

Tip #5: Gen Z Has Little Tolerance for Bad Behavior

We’ve all seen the news stories: customers in store or aboard flights displaying outlandishly bad behavior when confronted with mask policies or low stock of desired items, and taking their anger out on employees. We were curious about what Gen Z thought of these displays and whether it affected their perception of the brand involved.

We asked, “What would you think if you witnessed a customer acting aggressively toward an employee at a place of business?” Gen Z responded with overwhelming compassion for the employee in the situation, and even mentioned that “I would interject […] No one should be treated that way.” 

What Are You Doing to Prepare for the Next Generation of Consumers & Employees?

As Gen Z becomes an even more prominent customer and employee segment, their CX and and EX preferences will become even more important to your business. So what are you doing today to emphasize and enable Gen Z customer experience expectations? How are you connecting with them? How are you collecting feedback from them to understand how they perceive your brand?

You need to have a strategy in place, and our experts are here to help. Learn how our XI Platform can support your efforts to create optimize Gen Z customer experiences by reaching out to us here or in the chatbot at the lower right hand corner of your screen.
You can also read more from our 2022 Experience Trends Report here!

the 2022 experience trends you need to know for customer and employees

It’s never been more important to stay tuned into employee and customer experience trends. In the past few years, businesses have had to pivot countless times in order to adapt the experiences they provide customers, employees, and the greater market. But keeping up with quickly evolving employee and customer expectations is easier said than done.

This is where Pearl-Plaza’s newest report comes in. The “2022 Experience Trends Report: Four Trends That Are Changing Customer & Employee Experiences This Year” just dropped, and we wanted to give you a sneak peek! But before we dive into the data, we wanted to tell you more about how the report was created.

About the 2022 Experience Trends Report

Pearl-Plaza’s Strategic Insights Team collected data from both consumers and employees of brands across North America from 11 different industries including retail, financial services, entertainment, grocery, healthcare, hospitality, insurance, restaurants, and more.

Previous Pearl-Plaza Trends Reports have focused primarily on the customer experience (CX), but today, businesses have more experience stakeholders than ever before—including your employees and even the folks who may not have made a purchase, yet have an impression of your brand. 

This report encapsulates the perspectives of all of these experience stakeholders so you can use these trends to shape your strategies for customer experience, human resources, digital, marketing, and more!

Using Pearl-Plaza’s Market Pulse™, the team asked strategic questions around three key topics: 

  • The future stakeholder journey: Customer and employee expectations for 2022; what are the new drivers of loyalty, retention, and acquisition?
  • The ‘new’ world of experience: Understanding how brands across industries need to adapt the digital and in-store experience.
  • Emerging internal and external personas: What will emerging customers and employees look like? How can brands meet their needs?

The report also includes insights from both indirect and inferred data to provide a holistic view of the state of customer and employee experiences. It also cross references data from previous iterations of Pearl-Plaza’s previous annual trends reports.

So without further ado, let’s dive into the findings of the first of the four trends we revealed in the 2022 Experience Trends REport!

Trend #1: Experience Standards Are Changing… Again

A Word About COVID 

We know: everyone is tired of talking about the novel Coronavirus. But if we didn’t mention it, we’d be remiss, especially since mask mandates and other safety measures are still common. What we wanted to know is how experience stakeholders feel about the possible loosening of these protocols.

We found that 1 in 2 consumers and employees were comfortable with the possible reduction of COVID restrictions and precautions in the coming year.

2022 CX Trends: What customers and employees think about evolving COVID measures

And when we dove deeper, it became clear that both consumers and employees were excited at the prospect of COVID becoming less of a factor in their experiences, especially compared to a year ago.

Check out the differences in the comments from the beginning of 2021 versus the end of the  year:

2022 CX trends report shows adapting attitudes of employees and customers when it comes to COVID-19

How You Can Take Action

Now that you understand the changes that are coming to your experiences, we have a few actions you can take to adapt and succeed next year:

Adapt Quickly and Early

It seems like “agility” has been the MVP in the past few years. With ever-changing restrictions and safety measures, you’ve had to keep your finger on the pulse to meet customer and employee needs. But don’t stop now! With journeys evolving at a fast pace, you need to avoid a “set it and forget it” mentality. Make sure you are continuously coming back to your customer and employee feedback so you can keep up with their expectations.

Above All, Be Human

If we’ve learned anything in the past few years, it’s that your customers and employees need you to truly care about their experiences, and even moreso, the role your brand plays in their lives. Customer response to options like “buy online and pickup in store” are great examples of this; brands understood that safety was the number one priority for customers and provided safe ways to engage. This kind of understanding is essential for moving forward.

Want to read more about the trends impacting the employee and customer in 2022? Click here to review more findings in our interactive report!

Change Region

Selecting a different region will change the language and content of pearl-plaza.ru

North America
United States/Canada (English)
Europe
DACH (Deutsch) United Kingdom (English)
Asia Pacific
Australia (English) New Zealand (English) Asia (English)