Assumptions are marvellous things: they help us filter immense amounts of data and make faster decisions. They are marvellous, that is, unless they are wrong. And, when it comes to the assumptions we make about the things our clients value we may, in fact, be very wrong.
In last month’s article I made the case that co-creation was the future of client engagement and that clients will play a fundamentally different role in defining an extraordinary client experience. While you can, and should, choose carefully which clients you work with, you cannot define what value looks like for them.
And, in the absence of hard data, we often turn to assumption.
Client feedback can help bridge that assumption gap, helping you understand what clients value and measuring your performance in delivering on that value. While we often think about feedback as a blunt instrument that measures client satisfaction, it is so much more.
Here, I explore how you can use qualitative client feedback to understand what clients truly value and the questions to ask if you are using quantitative feedback.
Invite your clients to define ‘extraordinary’
To define value, we need a deep understanding of what makes for a great client experience.
I would go further and say we must understand what defines a great experience by looking beyond the walls of our industry and that we need to invite clients to participate in creating that definition.
Take action. Ask two or three clients if you can add 15 minutes to a review meeting. Ask them to tell you about their greatest client experience. There is just one caveat. That great experience cannot be with you.
Once you have nailed down the experience, start unpacking the response to understand why. You might ask:
- Why did you think of that experience?
- How did it make you feel?
- How did you hear about the firm?
- What happened when you contacted them the first time?
- What happened during the process of using the product/service?
- What happened afterwards, or on an ongoing basis?
- What words would you use when describing this firm?
- What were the primary touch points?
By the end of the conversation you will have a clear understanding of what drives real value and the elements of an experience clients really remember. Then ask yourself if, or how, you can match those elements of the relationship in your own way.
