Your Genesys Blog Subscription has been confirmed!
Please add firstname.lastname@example.org to your safe sender list to ensure you receive the weekly blog notifications.
Subscribe to our free newsletter and get blog updates in your inbox
Don't Show This Again.
It’s common to receive a request for feedback from a brand or business after you make a purchase. Companies regularly use Net Promoter Score (NPS), customer satisfaction scores and customer feedback systems to obtain information. But, as customer expectations shift, it’s no longer a game changer just to ask a customer how you did. They expect you to act on the feedback they provide.
The Genesys Voice of the Customer practice uses the NPS system to seek customer feedback. Whether you are in the business-to-consumer or business-to-business sector, there’s a perception of survey fatigue among all customers. That’s why our practice is focused on actions based on the feedback we receive. As we continually evolve our practice, we share knowledge and exchange ideas with our customers who have successfully implemented their own feedback systems.
Rafael Aguirre, Operations and CS Director for Oriflame in Latin America, brings more than 13 years of professional experience in understanding customer behaviors and tying that knowledge to strategic and functional work within his organization. In my interview with him, Rafael lays out the foundations that have made customer experience a long-term, company-wide strategy at Oriflame. He also explains how improving the overall experience of clients—from creating positive interactions to becoming more accessible—has increased their loyal customer base.
Q: Many companies collect feedback, but creating meaningful actions on behalf of customers can sometimes be challenging. How does Oriflame use customer feedback systems and what you do with it?
Rafael Aguirre: First, we have established channels to capture our client’s feedback to allocate appropriate resources to the process and cover as many interaction experiences as possible.
After collecting all the feedback, we analyze comments and categorize them by different business areas. Based on this analysis, we hold monthly meetings with process stakeholders to set priorities and determine the feasibility of initiatives—aiming to act on the ones with the greatest impact for our customers and faster implementation times (quick wins). Then, we create action plans and update and monitor for progress on a quarterly basis per market.
One of our key elements to success is to always find a way to incorporate the feedback into our business processes, promote constant improvements, and challenge old and dated business practices. We also have found success by finalizing the process through closing the loop with our service recovery program for detractors or disappointed clients.
Q: What were some challenges you encountered with customer feedback systems?
Rafael Aguirre: We believed that few organizations manage the feedback of their customers in an organized and structured way; this is one of the takeaways after several workshops and discussion with clients, colleagues, competitors and even academic institutions. For us, we identified mainly three big challenges in the process:
Q: Once you uncovered these challenges, understood actions that needed to be initiated and determined priorities, how did you implement the changes and solutions?
Rafael Aguirre: We established the following five steps around our feedback systems.
Q: What results have you seen from both a business and customer perspective?
Rafael Aguirre: It’s been quite a journey. In the last four years, we have transformed our organization to become a company oriented to our customer needs through a more informed, objective and reliable process and systems. That has allowed us to have an accurate diagnosis of what we do right and what we need to change, implement or adjust.
We are an organization who is more conscious of our customer needs and we recognize our limitations in terms of resources. This fundamental change in the mindset has made us more accountable. Before, we would promise anything without much tangible actions; today, we aim to deliver on our promises and provide the best service and positive interactions as possible.
For those that like quantitative data, here are some figures:
The Power of Feedback
As Bill Gates once said, “We all need people who will give us feedback. That’s how we improve.” Feedback systems, when deployed as part of a strong customer experience strategy, are powerful. But feedback is only powerful when we act on it.
Oriflame demonstrates how acting on feedback can shift an entire company’s strategy and mindset to be customer-centric. It also shows how acting on feedback successfully builds more loyal and advocate customers.
Subscribe to our free newsletter and get blog updates in your inbox.