March 4, 2025 • 18 mins
Are you leveraging customer feedback for growth and improvement? In this episode of the Digital CX Podcast, we explore how to transform customer feedback into actionable insights. We discuss the importance of responding to written feedback, especially in the realm of NPS surveys, where qualitative insights can reveal more than numeric scores ever could.
Chapters:
00:00 - Intro
01:58 - Responding to survey responses in a meaningful way
03:39 - The written feedback is the gold
04:25 - Ideas for responding to written feedback
07:32 - Exec vs. User NPS
09:48 - What good looks like
13:15 - It’s operationally difficult, but worth it
14:33 - Actually responding to your survey respondents can differentiate you
14:56 - Responding creates return respondents
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Today we're going to talk about how to respond when
somebody sends you writtenfeedback.
Once again, welcome to theDigital Customer Experience
Podcast with me, alex Turkovich.
So glad you could join us heretoday and every week as we
explore how digital can helpenhance the customer and
employee experience.
My goal is to share what myguests and I have learned over
(00:25):
the years so that you can getthe insights that you need to
evolve your own digital programs.
If you'd like more info, needto get in touch or sign up for
the weekly companion newsletterthat has additional articles and
resources in it.
Go to digitalcustomersuccesscom.
For now, let's get started.
Greetings and welcome back tothe Digital CX Podcast, the show
where we talk about all thingsdigital in CX.
(00:47):
This is episode 94, and I'myour host, alex Turkovich, so
glad to have you back.
That was a lot of words justthen, without a breath.
Really happy to have you backthis week and every week as we
talk about Digital CX.
You'll notice I've been doingquite a few solo shows recently
just because I got some stuff tosay, but it's kind of you know,
(01:08):
a theme around just showing mywork a little bit, but then also
talking about things that havebeen on my mind and things that
I'm working on Today a littlebit of a brief episode, but I
wanted to talk specificallyabout NPS feedback.
I'm not going to go nuts on NPS, and really the topic that I'm
(01:34):
talking about could becorrelated to any kind of
feedback that you get from yourcustomer, but specifically
written feedback that you getfrom your customer.
We tend to be quite quick tosend out surveys.
Nothing inherently wrong withthat, but nine times out of 10,
and I'm sure you can relate tothis one thing that we miss
often, once we've received thosesurveys, is actually responding
(01:58):
to them in a meaningful way andtaking action on the feedback
that you're getting.
Now a talk track that you willhave heard me and a bunch of
other people talk about withregards to NPS over the last few
years is that we really don't.
We say we don't care about thescores and we care more about
(02:20):
the written feedback, and I willstand by that right.
Ultimately, nps scoring doesn'treally produce anything ultra
meaningful other than the factthat everybody uses the same
methodology to score NPS.
(02:41):
So, in other words, besides,like the five-star CSAT rating,
nps is one of those things thatyou can benchmark yourself
against competitors and othervendors in a similar space.
So there is some merit to thescore.
I tend to hate using it as aninternal weather vane for how
(03:05):
the business is doing becauseit's more complex than that, but
ultimately we kind of go backto it as one of those
measurables that we have inplace.
Anyway, I said I wasn't goingto talk about the score, but
here I am talking about thescore.
I am more interested in thewritten feedback that I get from
an NPS survey, or any surveyfor that matter, because that is
(03:25):
where the gold is Now.
The written feedback can come inseveral flavors.
One benefit of the NPS surveyis that the written feedback
comes with its own sentimentanalysis.
In other words, you can easilytease out the detractor comments
versus the promoter comments.
(03:47):
Same with a CSAT survey.
You can easily kind of pick outwhat the sentiment, overall
sentiment of that feedback isversus other surveys.
Where it's not so easy to teaseout, and so you have to do some
semblance of sentiment analysiswhere it's not so easy to tease
out, and so you have to do somesemblance of sentiment analysis
.
And by its nature, withoutgoing through and reading
(04:09):
through every single comment,sentiment analysis is a hard
thing to do.
Ai is getting better at that,but it's still not kind of
foolproof.
It still misses things.
What I want to highlight here issome ideas for how to respond
to written feedback from yourcustomers in a meaningful way.
(04:31):
Now, when we get I'm going tostick with NPS, just because
it's an easy, easy example,right.
But when we get NPS promoters,for instance, that's a
relatively easy one, althoughthere are a couple of missed
opportunities that I seehappening a lot with NPS
promoters.
Sometimes we ignore thoseresponses altogether.
(04:53):
We may send a thank you, likean automated thank you email,
which is fine, you know, it'sall well and good.
Also, you know, considersending your promoters a bit of
swag.
Consider sending them ahandwritten card.
I've talked about that a lotrecently.
Consider sending them aninvitation to do a review on
(05:18):
your review platform of choice.
Consider inviting yourpromoters to do a bit of
referral work for you, or writea blog post for you, or do a
video testimonial for you.
There are all kinds of ways thatyou can tap into that energy of
(05:38):
somebody being a promoter ofyour brand, and I would highly
encourage you guys to go and dothat in a proactive way and in a
way that makes sense and in away that's not super annoying.
You don't want to bombard yourpromoters with all kinds of
requests to do X, y, z, right,that comes across as a little
bit desperate and overreaching.
(05:59):
But figure out what you reallyvalue the most out of your
promoters and go after it.
Right, ask the question.
A lot of us just don't.
When we get a promoter we'relike, hey, somebody likes us and
then we kind of go off to thenext thing.
Capitalize on that.
As far as the comments go forpromoters, the promoter comments
(06:22):
are valuable in that you knowthey are a lot of times they're
quotable and you can use whatthey're saying.
Sometimes they will includesome constructive feedback as
well.
But really the written feedbackthat is super valuable for me
are in your neutral and yourdetractor comments, and that is
also where the most amount ofwork is required after the
(06:47):
survey has been responded to,and it's also the work that,
I'll be honest, most of us don'tfollow up on.
So I just want to present acouple of ideas for what you can
do once you get that writtenfeedback.
(07:07):
And some of this is digital.
Some of this is human but, asyou know, most digital motions
have some humanness behind them.
So you know and I would alsolove to hear your own ideas as
well, for you know the creativethings that you're doing to
engage with your detractors.
First and foremost.
(07:27):
Detractors come in manydifferent flavors and you may
have already decided that you'regoing to survey your customer's
executive team differently thanyour kind of end user base.
And if you're doing that,that's awesome because you're
getting executive MPS versususer MPS, which is very valuable
(07:48):
.
But ultimately, when somebodyresponds negatively and they
leave a comment, which I alwayslove to see, because they took
the time to respond I think thisis true for any survey response
because they took the time torespond it is imperative that
you take the time to alsorespond.
(08:11):
Respond Ideally with a human,but at the least, very least,
with an automated response thatlooks kind of human.
So I'll give you an exampleright, if somebody sends a low
NPS score to us right now, theywill get an automated response
from the CSM, where it lookslike it's from the CSM or it
(08:34):
looks like it's from the CSM,and it will acknowledge the
feedback and it will ask themfor a follow-up call.
It's like hey, I'd love todiscuss this in more detail.
Can we set up some time to talkthrough it and for me to
address your concerns?
I think that's table stakes.
I think if you're not doingthat, go do it.
(08:56):
You know, because it's not thatdifficult to put in place that
kind of automation and it'll payoff in dividends, because you
know, ultimately some peoplewill respond to that.
But also, if they've given youa negative survey response, that
was their feedback, right?
(09:16):
A lot of folks aren't inclinedto give you further details
after that.
Those that do are the exception.
Now, this is where the trickypart comes in and this is where
your creativity is going to berequired, because there is an
ultimate version of negativesurvey responses or your
(09:41):
response to those responses.
That is logistically difficult,operationally difficult, but
pretty cool when it's in placeand working.
And I'll just paint the picturefor you.
So somebody responds negatively.
There is some text feedback.
Within that negative comment.
(10:03):
You're able to parse out thatthat negative feedback is
targeted towards either productor support or marketing whoever
or sales, right?
You're able to parse out whatthe feedback is about on a
departmental basis and off theback of that, you're able to
(10:28):
then track how you'recommunicating that feedback to
those various departments andthen what is being actioned
against that feedback.
What this requires is not justthe feedback mechanisms but the
partnership with other leadersaround the company to actually
(10:48):
address some of that feedback.
We'll use product as an examplejust because it's, you know,
probably the most common versionof this, where you run an NPS
survey, you get some negativefeedback or some positive
feedback, because I mean, youdon't want to just shovel the
negative feedback over.
You want to you know, make apart of my French, you want to
(11:09):
make a shit sandwich out of it.
Good feedback, negativefeedback, good feedback.
But you know, ultimately youwant to provide that feedback in
a curated way to product andyou want to have a collaborative
discussion about that feedbackand then ideally, that turns
(11:30):
into, maybe some alignment withwhat's already on the roadmap
for development, or maybe itturns into some bug fixes that
you can go after.
Maybe it turns into items forfuture development.
Maybe it relates to some.
If you have an ideas platformwhere you know customers can
(11:52):
submit ideas, maybe there aresome things that are already
aligned with that feedback onthat platform and you can you
know you can then point thatcustomer that provided that
feedback to upvote that featurerequest there.
But ultimately there's severalflavors of how to connect that
(12:13):
feedback to your productorganization.
But the trick is then comingback to the customer and saying
I see that you had an issue withXYZ.
Just so you know, we have it inour roadmap for development in
Q3 or whatever it is to improvethis feature, like that kind of
dialogue where you aredisplaying to the customer that
(12:37):
we heard your feedback.
We didn't just ignore yourfeedback like every other vendor
does.
We took some action to speakwith appropriate people
internally and this is theresult of that action.
Now, in a perfect, perfect world, you have certain customers and
contacts tagged to certainfeature requests and then, when
(12:58):
those get developed, you canmessage your contacts and stuff
like there's a lot ofoperational kind of
infrastructure that you canbuild around this and you should
build around this, and you knowit requires kind of duct taping
and paper clipping a bunch ofdifferent things together to
make that work.
But it's definitely possible.
(13:18):
But I think at the very veryleast you have an initial
automated response that goes outto the customer.
That's kind of normal.
But then if you follow up withsomething a little bit more
meaningful that is obviouslytailored to the feedback that
was received, with someactionable insights into what is
(13:42):
being done about it.
That is absolute gold If youcan operationalize that and if
you can make a habit of doingthat, because it shows that you
have empathy, it shows thatyou've listened and it shows
that you're doing somethingabout it and that you actually
care.
If you're in a very competitivespace, that can be a
(14:02):
differentiator for you, becauseI guarantee you, nine times out
of ten we don't see that kind ofresponse.
I mean, you're all used to ittoo.
You know, if I asked you toraise your hand how many times
you know if you've everresponded to an NPS survey
because you know we all get themand you never hear anything in
(14:23):
response every one of you wouldraise your hand.
It's a thing.
So by actually actioning yourNPS responses or any survey
response for that matter you canreally differentiate yourself
from your competitors anddifferentiate yourself as a
brand that actually cares aboutthe customer experience.
(14:45):
And I'll leave you with oneother tidbit here.
At one of my previous jobs weimplemented NPS.
It wasn't there before or ithad been done like once.
It was like a single shot NPSscore.
Here's what it is.
Okay, great.
It wasn't this quarterly orbiannual cadence that you know
(15:10):
that ideally you should berunning, so we had nothing to
compare against.
When we implemented it right offthe bat, we had a decent
response rate but an atrociousreturn rate because, you know,
first version MVP, we wanted toget it out there we didn't
(15:32):
really respond to all of theresponses that came in.
We responded to some,especially the larger accounts,
but we didn't respond toeverything.
And so the next time we ranthat survey with the same
audience, we saw a dramaticallyyou know lower response rate,
because a lot of those folks arejust like.
(15:54):
I've already responded to this,I don't need to respond to it
again.
Yeah, at that point we made abit of a change where we decided
, hey look, we're going topractice what we preach, or I'm
going to practice what I preachand we're going to respond to
every darn NPS survey that comesback with something meaningful.
(16:16):
And it became part of ouroperational cadence.
We started doing that.
The repeat respondents rateskyrocketed to where we had
after about a year of doing it.
We had, you know, a few people,or quite a few people, that had
responded multiple times,because there was perceived
(16:47):
value in actually responding tothe survey because they knew
they had acknowledgement that itwas being read and actioned,
and so it became an effectivecommunication vehicle into their
vendor.
Again, it's not easy.
I'm not saying like all of youhave the systems, capabilities,
staffing, bandwidth, all thatkind of stuff to do that.
But if you can, in your own way, think about how you can treat
(17:09):
the response as you would wantto be treated when you responded
, even in a little way, whetherit's, you know, a handwritten
note or a quick acknowledgementhey, saw your feedback about XYZ
.
This is where you know ChatGPTcan come in really, really handy
and craft responses for youLike get creative with it,
(17:30):
because it doesn't have to takea lot of time, especially with
all the AI tools that we haveout there today.
So this is something that'sjust been on my mind.
I've had a couple questionsabout it recently, so I wanted
to address it on this show.
I really hope that it has beenuseful for you and I would love
to hear from you what creativethings you're doing to respond
(17:53):
to your customers' surveyresponses.
We'll see you again next week.
Thanks for joining me.
Have a great week ahead.
Thank you for joining me forthis episode of the Digital CX
Podcast.
If you like what we're doing,consider leaving us a review on
your podcast platform of choice.
If you're watching on YouTube,leave a comment down below.
It really helps us to grow andprovide value to a broader
(18:16):
audience and get moreinformation about the show and
some of the other things thatwe're doing at
digitalcustomersuccesscom.
I'm Alex Tergovich.
Thanks so much for listening.
I'll talk to you next week.
Today we're going to talk about how to respond when
somebody sends you writtenfeedback.
Once again, welcome to theDigital Customer Experience
Podcast with me, alex Turkovich.
So glad you could join us heretoday and every week as we
explore how digital can helpenhance the customer and
employee experience.
My goal is to share what myguests and I have learned over
(00:25):
the years so that you can getthe insights that you need to
evolve your own digital programs.
If you'd like more info, needto get in touch or sign up for
the weekly companion newsletterthat has additional articles and
resources in it.
Go to digitalcustomersuccesscom.
For now, let's get started.
Greetings and welcome back tothe Digital CX Podcast, the show
where we talk about all thingsdigital in CX.
(00:47):
This is episode 94, and I'myour host, alex Turkovich, so
glad to have you back.
That was a lot of words justthen, without a breath.
Really happy to have you backthis week and every week as we
talk about Digital CX.
You'll notice I've been doingquite a few solo shows recently
just because I got some stuff tosay, but it's kind of you know,
(01:08):
a theme around just showing mywork a little bit, but then also
talking about things that havebeen on my mind and things that
I'm working on Today a littlebit of a brief episode, but I
wanted to talk specificallyabout NPS feedback.
I'm not going to go nuts on NPS, and really the topic that I'm
(01:34):
talking about could becorrelated to any kind of
feedback that you get from yourcustomer, but specifically
written feedback that you getfrom your customer.
We tend to be quite quick tosend out surveys.
Nothing inherently wrong withthat, but nine times out of 10,
and I'm sure you can relate tothis one thing that we miss
often, once we've received thosesurveys, is actually responding
(01:58):
to them in a meaningful way andtaking action on the feedback
that you're getting.
Now a talk track that you willhave heard me and a bunch of
other people talk about withregards to NPS over the last few
years is that we really don't.
We say we don't care about thescores and we care more about
(02:20):
the written feedback, and I willstand by that right.
Ultimately, nps scoring doesn'treally produce anything ultra
meaningful other than the factthat everybody uses the same
methodology to score NPS.
(02:41):
So, in other words, besides,like the five-star CSAT rating,
nps is one of those things thatyou can benchmark yourself
against competitors and othervendors in a similar space.
So there is some merit to thescore.
I tend to hate using it as aninternal weather vane for how
(03:05):
the business is doing becauseit's more complex than that, but
ultimately we kind of go backto it as one of those
measurables that we have inplace.
Anyway, I said I wasn't goingto talk about the score, but
here I am talking about thescore.
I am more interested in thewritten feedback that I get from
an NPS survey, or any surveyfor that matter, because that is
(03:25):
where the gold is Now.
The written feedback can come inseveral flavors.
One benefit of the NPS surveyis that the written feedback
comes with its own sentimentanalysis.
In other words, you can easilytease out the detractor comments
versus the promoter comments.
(03:47):
Same with a CSAT survey.
You can easily kind of pick outwhat the sentiment, overall
sentiment of that feedback isversus other surveys.
Where it's not so easy to teaseout, and so you have to do some
semblance of sentiment analysiswhere it's not so easy to tease
out, and so you have to do somesemblance of sentiment analysis
.
And by its nature, withoutgoing through and reading
(04:09):
through every single comment,sentiment analysis is a hard
thing to do.
Ai is getting better at that,but it's still not kind of
foolproof.
It still misses things.
What I want to highlight here issome ideas for how to respond
to written feedback from yourcustomers in a meaningful way.
(04:31):
Now, when we get I'm going tostick with NPS, just because
it's an easy, easy example,right.
But when we get NPS promoters,for instance, that's a
relatively easy one, althoughthere are a couple of missed
opportunities that I seehappening a lot with NPS
promoters.
Sometimes we ignore thoseresponses altogether.
(04:53):
We may send a thank you, likean automated thank you email,
which is fine, you know, it'sall well and good.
Also, you know, considersending your promoters a bit of
swag.
Consider sending them ahandwritten card.
I've talked about that a lotrecently.
Consider sending them aninvitation to do a review on
(05:18):
your review platform of choice.
Consider inviting yourpromoters to do a bit of
referral work for you, or writea blog post for you, or do a
video testimonial for you.
There are all kinds of ways thatyou can tap into that energy of
(05:38):
somebody being a promoter ofyour brand, and I would highly
encourage you guys to go and dothat in a proactive way and in a
way that makes sense and in away that's not super annoying.
You don't want to bombard yourpromoters with all kinds of
requests to do X, y, z, right,that comes across as a little
bit desperate and overreaching.
(05:59):
But figure out what you reallyvalue the most out of your
promoters and go after it.
Right, ask the question.
A lot of us just don't.
When we get a promoter we'relike, hey, somebody likes us and
then we kind of go off to thenext thing.
Capitalize on that.
As far as the comments go forpromoters, the promoter comments
(06:22):
are valuable in that you knowthey are a lot of times they're
quotable and you can use whatthey're saying.
Sometimes they will includesome constructive feedback as
well.
But really the written feedbackthat is super valuable for me
are in your neutral and yourdetractor comments, and that is
also where the most amount ofwork is required after the
(06:47):
survey has been responded to,and it's also the work that,
I'll be honest, most of us don'tfollow up on.
So I just want to present acouple of ideas for what you can
do once you get that writtenfeedback.
(07:07):
And some of this is digital.
Some of this is human but, asyou know, most digital motions
have some humanness behind them.
So you know and I would alsolove to hear your own ideas as
well, for you know the creativethings that you're doing to
engage with your detractors.
First and foremost.
(07:27):
Detractors come in manydifferent flavors and you may
have already decided that you'regoing to survey your customer's
executive team differently thanyour kind of end user base.
And if you're doing that,that's awesome because you're
getting executive MPS versususer MPS, which is very valuable
(07:48):
.
But ultimately, when somebodyresponds negatively and they
leave a comment, which I alwayslove to see, because they took
the time to respond I think thisis true for any survey response
because they took the time torespond it is imperative that
you take the time to alsorespond.
(08:11):
Respond Ideally with a human,but at the least, very least,
with an automated response thatlooks kind of human.
So I'll give you an exampleright, if somebody sends a low
NPS score to us right now, theywill get an automated response
from the CSM, where it lookslike it's from the CSM or it
(08:34):
looks like it's from the CSM,and it will acknowledge the
feedback and it will ask themfor a follow-up call.
It's like hey, I'd love todiscuss this in more detail.
Can we set up some time to talkthrough it and for me to
address your concerns?
I think that's table stakes.
I think if you're not doingthat, go do it.
(08:56):
You know, because it's not thatdifficult to put in place that
kind of automation and it'll payoff in dividends, because you
know, ultimately some peoplewill respond to that.
But also, if they've given youa negative survey response, that
was their feedback, right?
(09:16):
A lot of folks aren't inclinedto give you further details
after that.
Those that do are the exception.
Now, this is where the trickypart comes in and this is where
your creativity is going to berequired, because there is an
ultimate version of negativesurvey responses or your
(09:41):
response to those responses.
That is logistically difficult,operationally difficult, but
pretty cool when it's in placeand working.
And I'll just paint the picturefor you.
So somebody responds negatively.
There is some text feedback.
Within that negative comment.
(10:03):
You're able to parse out thatthat negative feedback is
targeted towards either productor support or marketing whoever
or sales, right?
You're able to parse out whatthe feedback is about on a
departmental basis and off theback of that, you're able to
(10:28):
then track how you'recommunicating that feedback to
those various departments andthen what is being actioned
against that feedback.
What this requires is not justthe feedback mechanisms but the
partnership with other leadersaround the company to actually
(10:48):
address some of that feedback.
We'll use product as an examplejust because it's, you know,
probably the most common versionof this, where you run an NPS
survey, you get some negativefeedback or some positive
feedback, because I mean, youdon't want to just shovel the
negative feedback over.
You want to you know, make apart of my French, you want to
(11:09):
make a shit sandwich out of it.
Good feedback, negativefeedback, good feedback.
But you know, ultimately youwant to provide that feedback in
a curated way to product andyou want to have a collaborative
discussion about that feedbackand then ideally, that turns
(11:30):
into, maybe some alignment withwhat's already on the roadmap
for development, or maybe itturns into some bug fixes that
you can go after.
Maybe it turns into items forfuture development.
Maybe it relates to some.
If you have an ideas platformwhere you know customers can
(11:52):
submit ideas, maybe there aresome things that are already
aligned with that feedback onthat platform and you can you
know you can then point thatcustomer that provided that
feedback to upvote that featurerequest there.
But ultimately there's severalflavors of how to connect that
(12:13):
feedback to your productorganization.
But the trick is then comingback to the customer and saying
I see that you had an issue withXYZ.
Just so you know, we have it inour roadmap for development in
Q3 or whatever it is to improvethis feature, like that kind of
dialogue where you aredisplaying to the customer that
(12:37):
we heard your feedback.
We didn't just ignore yourfeedback like every other vendor
does.
We took some action to speakwith appropriate people
internally and this is theresult of that action.
Now, in a perfect, perfect world, you have certain customers and
contacts tagged to certainfeature requests and then, when
(12:58):
those get developed, you canmessage your contacts and stuff
like there's a lot ofoperational kind of
infrastructure that you canbuild around this and you should
build around this, and you knowit requires kind of duct taping
and paper clipping a bunch ofdifferent things together to
make that work.
But it's definitely possible.
(13:18):
But I think at the very veryleast you have an initial
automated response that goes outto the customer.
That's kind of normal.
But then if you follow up withsomething a little bit more
meaningful that is obviouslytailored to the feedback that
was received, with someactionable insights into what is
(13:42):
being done about it.
That is absolute gold If youcan operationalize that and if
you can make a habit of doingthat, because it shows that you
have empathy, it shows thatyou've listened and it shows
that you're doing somethingabout it and that you actually
care.
If you're in a very competitivespace, that can be a
(14:02):
differentiator for you, becauseI guarantee you, nine times out
of ten we don't see that kind ofresponse.
I mean, you're all used to ittoo.
You know, if I asked you toraise your hand how many times
you know if you've everresponded to an NPS survey
because you know we all get themand you never hear anything in
(14:23):
response every one of you wouldraise your hand.
It's a thing.
So by actually actioning yourNPS responses or any survey
response for that matter you canreally differentiate yourself
from your competitors anddifferentiate yourself as a
brand that actually cares aboutthe customer experience.
(14:45):
And I'll leave you with oneother tidbit here.
At one of my previous jobs weimplemented NPS.
It wasn't there before or ithad been done like once.
It was like a single shot NPSscore.
Here's what it is.
Okay, great.
It wasn't this quarterly orbiannual cadence that you know
(15:10):
that ideally you should berunning, so we had nothing to
compare against.
When we implemented it right offthe bat, we had a decent
response rate but an atrociousreturn rate because, you know,
first version MVP, we wanted toget it out there we didn't
(15:32):
really respond to all of theresponses that came in.
We responded to some,especially the larger accounts,
but we didn't respond toeverything.
And so the next time we ranthat survey with the same
audience, we saw a dramaticallyyou know lower response rate,
because a lot of those folks arejust like.
(15:54):
I've already responded to this,I don't need to respond to it
again.
Yeah, at that point we made abit of a change where we decided
, hey look, we're going topractice what we preach, or I'm
going to practice what I preachand we're going to respond to
every darn NPS survey that comesback with something meaningful.
(16:16):
And it became part of ouroperational cadence.
We started doing that.
The repeat respondents rateskyrocketed to where we had
after about a year of doing it.
We had, you know, a few people,or quite a few people, that had
responded multiple times,because there was perceived
(16:47):
value in actually responding tothe survey because they knew
they had acknowledgement that itwas being read and actioned,
and so it became an effectivecommunication vehicle into their
vendor.
Again, it's not easy.
I'm not saying like all of youhave the systems, capabilities,
staffing, bandwidth, all thatkind of stuff to do that.
But if you can, in your own way, think about how you can treat
(17:09):
the response as you would wantto be treated when you responded
, even in a little way, whetherit's, you know, a handwritten
note or a quick acknowledgementhey, saw your feedback about XYZ
.
This is where you know ChatGPTcan come in really, really handy
and craft responses for youLike get creative with it,
(17:30):
because it doesn't have to takea lot of time, especially with
all the AI tools that we haveout there today.
So this is something that'sjust been on my mind.
I've had a couple questionsabout it recently, so I wanted
to address it on this show.
I really hope that it has beenuseful for you and I would love
to hear from you what creativethings you're doing to respond
(17:53):
to your customers' surveyresponses.
We'll see you again next week.
Thanks for joining me.
Have a great week ahead.
Thank you for joining me forthis episode of the Digital CX
Podcast.
If you like what we're doing,consider leaving us a review on
your podcast platform of choice.
If you're watching on YouTube,leave a comment down below.
It really helps us to grow andprovide value to a broader
(18:16):
audience and get moreinformation about the show and
some of the other things thatwe're doing at
digitalcustomersuccesscom.
I'm Alex Tergovich.
Thanks so much for listening.
I'll talk to you next week.
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