Quarter's customer fixes
- First: Click-and-collect orders not ready on time.
- Sensitive to: How many customers it affects (counted half as much).
Executive Intelligence · Customers and Commercial Strategy
Customer Experience Intelligence
Complaints, feedback and satisfaction aggregated from connected sources, with minimum group sizes.
Demonstration: Wexcombe Retail Group (fictional) · Retail. Fictional data and a scripted answer.
The situation
- Organisation
- Wexcombe Retail Group (fictional)
- Who is asking
- Chief customer officer
- Industry
- Retail
- What happened
- Complaints and survey comments point to many issues, and the customer team can fix three this quarter.
The question asked
Which customer experience problems should we fix first?
What it reads, and who can see the result
- Complaint and survey themes exportCounts by theme.
- Cost and effort estimates documentFrom the operations teams.
- Reads
- Aggregated themes and counts, with comments stripped of personal data.
- Does not read
- Individual customers' complaints in identifiable form.
- Permission
- Customer insight access to aggregates.
- Who sees it
- The chief customer officer and operations leads.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Click-and-collect orders not ready on timeCommon; visible.How many customers it affects: 5How much it hurts loyalty: 4Easy to fix this quarter: 3Low cost to fix: 33.95
- 2Refunds taking too longFewer cases; very damaging.How many customers it affects: 2How much it hurts loyalty: 5Easy to fix this quarter: 4Low cost to fix: 43.75
- 3Store queue times at weekendsNeeds rota changes.How many customers it affects: 4How much it hurts loyalty: 3Easy to fix this quarter: 3Low cost to fix: 43.45
- 4Delivery tracking messages unclearCheap to fix.How many customers it affects: 3How much it hurts loyalty: 2Easy to fix this quarter: 5Low cost to fix: 53.35
- 5Website search returns poor resultsConstant irritation.How many customers it affects: 5How much it hurts loyalty: 2Easy to fix this quarter: 2Low cost to fix: 22.90
The leader would change if How many customers it affects (counted half as much). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.20. The leader can change under another weighting.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
With these weights the first problem to fix is: Click-and-collect orders not ready on time (score 3.95).
The problems are scored on reach, harm, ease and cost from the complaints, the survey and the effort estimates [S1][S2][S3]. The order is could change under the weightings tested; it would change if How many customers it affects (counted half as much).
The most common problem is not always the one that costs the most customers: slow refunds affect fewer people but hurt most. The weight on loyalty harm is what makes the difference.
Relies on: S1 · Complaint themes, last six monthsS2 · Survey themes and ratingsS3 · Fix effort estimates
Review and approval
The chief customer officer decides. Approving sets the fixes the customer team takes on this quarter. It does not fund them.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Themes come from those who complained or answered.
- Harm to loyalty is a judgement, not a measurement.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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