Employ the C.I.A.
Your client’s perception is your reality. It will determine the next interaction the client may or may not have with an organisation.
Client feedback represents a client’s reality and is therefore critical intel for the sustainability and future success of an organisation.
Organisations must strive to continuously ensure clients are extremely satisfied and whose expectations are always exceeded for long term success.
In 2014 Autotask global survey respondents ranked customer satisfaction as the No. 1 measure of business health, but they reported less than rigorous methods to measure that metric. Surprisingly only half used an automated survey for customer feedback, a known pre-requisite for turning feedback into meaningful intel. Intel that can be reintegrated into the organisation and used for strategic action.
The ultimate goal in gathering any type of intel is to use this knowledge to translate information into actions that will achieve optimal organisational growth and development.
If client satisfaction is a high priority metric for your organisation then your organisation needs to excel at gathering, interpreting and actioning the intel. Only then can you ensure that client expectations will be strongly exceeded.
Whilst organisations may seek client feedback, it’s how this is actually done that differentiates the successful organisations from the pack.
What comes first the business plan with new products and services and pricing or understanding what the client wants?
Whilst we may all strive to be disruptive and tell the customer what we want (not need) before we know it aka Apple, the majority of organisations are not Apple. Apple were not always disruptive, in the early days they followed a simple process
- Ask a group of users what they like, do not like and expectations
- Built a product on what they wanted
- Told them they built a product on what they wanted
- Created a tribe that believed every new product was what they wanted.
What is really interesting about Apple and your organisation today is that you can find out what your client wants today quicker, in greater detail and in greater detail then it took Apple to release the first Iphone in January 2007.
When our clients ask how they can independently understand what their clients want, we reply “employ the C.I.A.”
Focusing on what clients want (not need) and what they say are key organisation drivers.
The aim of intel is to know and understand what the client wants
so well that the product or service fits and sells itself.
We have listed the top 15 questions organisations should ask themselves to identify whether they are maximising the client relationship and intel.
- What are your client’s true intentions?
- What measurable actions are in place to benefit client intentions?
- Do we understand exactly how clients value loyalty?
- Do we understand specifically what client satisfaction means?
- How do we define the difference between client satisfaction and client loyalty?
- Are client satisfaction and loyalty correlated or related?
- How many of your clients are active advocates of your organisation?
- How do we know what clients expect of our organisation?
- What are these advocates saying about your organisation?
- When will your organisation find out that a client is not satisfied?
- What are your clients next steps?
- How do you convert client intel into tactical and strategic advantages
- Is your client intel unbiased, independent and robust?
- How much money should we be investing in our clients?
- What are we going to do with the information once we have received it?
If you would like to find out more about how we employ the C.I.A or for a copy of our white paper ‘Know your client, understand your organisation” please contact us.
Adaptive Innovation, 2016 Indie Company of the Year
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