| Fresh from the field, full of customer feedback, | | | | now solve. |
| your enthusiasm is high for its power and potential | | | | - Bring survey results. |
| as you return with it to the company. | | | | - Talk to the customers of your customers to |
| You're excited about the possibilities of making | | | | learn what impact your work - in whatever quality |
| much-needed improvements in areas your | | | | it is provided - has on them. |
| customers care about most. | | | | - Bring actual customers to tell their stories, |
| And while you thought you knew what customers | | | | themselves. |
| wanted, it wasn't until you met with them to | | | | 2. Let the skeptics watch customer feedback |
| listen, observe, and talk with them that you | | | | unfold on the public stage before their very eyes. |
| understood what was most important when your | | | | Let them see a Twitter stream of customer |
| product and services were really being used. | | | | feedback emerge, providing real-time responses |
| You lay the fresh data on the table, smile big, and | | | | from real life customers. |
| prepare be thanked for the great information you | | | | Watch how your colleagues react as they see |
| brought back "home." | | | | customers share their strongest emotions, |
| But what's the reaction you get from the people | | | | frustrations, wishes, and thoughts about your |
| who can use this information the most? | | | | company and its products and services. |
| A big, old, very bored yawn. | | | | And if there is no response at all? |
| It's as if to say, "It's fine that you took the time | | | | That is feedback, as well. Your customers don't |
| to collect all that information. I hope you had fun | | | | really notice your company and its products and |
| on your field trip. But it's not relevant to me and | | | | services much, at all. And is that the reaction you |
| you're not going to change my work or my world | | | | want - no reaction at all - from all your hard |
| any time soon!" | | | | work? |
| Instead, how can you take the ideas you worked | | | | 3. Quantify the difference in costs and benefits |
| so hard to collect, get the appropriate attention | | | | between not changing, and doing the work |
| and respect for them, and incite desired action | | | | required to bring customer-desired changes home. |
| that leads to the changes your customers now | | | | Tally up the cost of doing nothing: rework, lost |
| expect? | | | | revenue, lost opportunities to do other |
| You have to make the data and the feedback, | | | | future-building work and activities. |
| and the people who provided it to you, something | | | | Then tally up the costs of making customers' |
| they care about - a lot. | | | | much-desired changes, along with the increased |
| Your colleagues inside the company must be | | | | revenue you're likely to draw if you listen and |
| motivated to make the changes that customers | | | | respond to customers as they hoped you were, |
| want. You can't want it for them. They have to | | | | all along. |
| want it themselves. | | | | Share customer data with others in your |
| You can't tell them. You have to show them. | | | | company in a way that makes that information |
| Let them see, feel and hear what you learned | | | | their own. Provide it in a way that has strong |
| from the customers, themselves. | | | | personal meaning for them. |
| Here are three things you can do to get that job | | | | Bring the data back to your company in a way |
| done: | | | | that lets you can share the experience with the |
| 1. Bring the customer back with you. | | | | customer as fully as possible. Make the |
| There are several ways you can do this. The | | | | information relevant, make it personal. Make the |
| main thing you must do is to let people inside | | | | learning visceral, then step back and let the |
| your company experience the customer and his | | | | change go on. |
| or her frustrations, hopes, and any other | | | | Remember: |
| emotions they shared with you as they let you | | | | Show, don't tell. |
| into their world for a moment. | | | | Teach, don't sell. |
| For example: | | | | If you found this post valuable, please share it |
| - Bring video. | | | | with friends and colleagues who can use this |
| - Bring customer quotes. | | | | information, too. You'll also like the free weekly |
| - Bring case studies and the impact to them of | | | | newsletter I publish every Tuesday. Sign up for |
| not having solved the problems they hope you will | | | | the newsletter here. |