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[MUSIC]
We find that most organizations define their voice to
the customer as, we have complaints and we have surveys.
The problem with that is that the companies also have a lot of operations data, that in
many cases, is a better descriptor of the
customer experience, than either the complaints or the surveys.
For instance, a delivery company, will have data
showing that the package missed the flight in Memphis.
And then ten
hours later, they get the frantic phone call from
a customer saying, where the heck is my package?
And then, two days later they do the satisfaction survey.
Now, we actually have articles that says stop doing
surveys to get answers to questions you already know.
But my basic point is, the operations data that said it missed the
flight, the call and the survey are describing the same set of events.
It's just some of them are leading indicators and some of them are lagging indicators.
And in fact,
the operations data is probably more accurate because
you have operations data that says a 1000 packages
missed the flight While you have 150 phone calls,
you have only 50 surveys saying people are unhappy.
The operations data actually is the best measure
of how many people got screwed by the process.