Thursday, March 14, 2013
ITS NOT THE CLUB THAT MAKES GREAT GOLFERS, ITS THE SWING: WHY TRADITIONAL CUSTOMER SATISFACTION PROJECTS USUALLY DONT REALIZE THEIR FULL POTENTIAL
Banks are right to devote significant time and resources to making sure the metrics they use to assess the client experience are accurate and appropriate for their business. However, despite the ongoing debate over the relative merits of various approaches, the selection of a measurement tool is only the first—and definitely not the most important—step in establishing an effective client experience measurement program. In the end, whether a company elects to use traditional customer satisfaction approaches, enhanced metrics of client commitment or even more sophisticated measures like net promoter score, that selection is less important than how the company uses CEM results to drive change.
That message is all-too-often lost amid sales pitches from vendors and consultants looking to prove superiority of their own methodology. The specific measurement approach employed in the program is merely one tool in that effort. As long as the measurement tool is properly calibrated for the business and managed effectively, it will deliver useful results. The success of the program will be determined by the bank’s ability to deploy an organizational process that creates internal buy-in and ultimately changes the culture.
This session will introduce the highly successful approach that Regions Bank deployed over the past three years – an approach that relied on analytics first and on bank-leadership’s sustained trust in that analysis.