Companies don’t typically understand the experiences of their customers, but that’s often not their biggest measurement problem. They know even less about the people who aren’t their customers.
In the report The State of CX Metrics, 2011, Temkin Group examined how large companies track the experiences of customers. Here’s some of the data from that report organized roughly in a customer lifecycle.
My take: As you can see, 60% of respondents think that they do a good job measuring customer service experiences. And that’s the most effective area of measurement. At the other end of the spectrum, only 15% think they do a good job examining prospects and 12% do a good job with defecting customers.
An overwhelming majority of companies have no idea about the experiences that cause people to not become customers or for customers to leave them, I call these your non-customers. This can be a serious blind spot.
It’s very possible for companies to listen to their existing customers very well, and continue to optimize around a smaller and smaller set of customers. In this case, they may have strong feedback data (e.g., good “satisfaction” or “NPS” scores), but experience poor business results. Scores are being buoyed because there’s no feedback from non-customers that may be leaving or staying away.
This can be a serious problem if non-customers represents a large or growing number of your target customers.
The bottom line: Non-customer experience matters.