Is there such a thing as “too much” customer insight? Perhaps not, although many companies might feel this way. Without dedicated software such as a customer experience cloud, it can be tempting to feel overwhelmed – as if a business is buckling under the weight of customer knowledge.


Sometimes, this is because data is collected with little rhyme or reason. The sources are many, as are its formats. There are Net Promoter Scores (NPS) and Customer Satisfaction Scores (CSAT). Then there is social media feedback and Quality Assurance Assessments. The list is endless. And taken in isolation, many of these sources are useless – or at least, insufficient – as they only tell one chapter of a longer story.


Analysis paralysis

Even if a company applies itself to sifting and analysing the research, the manual approach is high-risk. Customer knowledge can quickly outdate, and as soon as a course of action has been decided upon, it will be time to conduct the next round of data gathering. By this point, the customer story may have changed.

Conversely, some businesses suffer from ‘analysis paralysis.’ They create such vast data sets that it’s almost impossible for them to navigate or interpret their findings. And even if this is achieved, their companies can be structured in such a way that there isn’t a person or team to ‘own’ the knowledge. Change cannot be driven without sufficient power, or impetus, within an organisation.


Addressing the issue

Software such as KPMG Nunwood’s Customer Experience Cloud has proven to be a smart antidote to this problem, as it collects and analyses data in real time. If, on a given day, the story changes, then the Cloud will reflect this and explain how and why it has changed. Moreover, the disparate data sources are standardised and syphoned onto one platform. The story can be summarised and read quickly, leading to a speedy response from the company.

The volume of data, therefore, is insignificant. Rather, the focus should be on how best to use this knowledge to perfect the customer experience, and drive revenue growth.


A focal point

For one UK retailer, the data has been given a clear focus. All of the knowledge is viewed through the lens of the customer journey. The retailer asks: How does this data relate to its touchpoints?

To answer this question, the retailer has captured its customer journeys within the end-to-end lifecycle, and cross-referenced its customer insight with its customer touchpoints. With this approach, the ‘moments that matter’ quickly emerge, and give focus to the company’s efforts. Moreover, it’s a process that’s continual; the retailer can use its efficient data-gathering techniques to continually measure the success of its actions.


Measuring success

But what does “success” look like? KPMG Nunwood’s CX Cloud uses a system known as The Six Pillars to define the important characteristics of customer experience excellence.

For example, the journey map pf a retailer may point to problems at the service desk. The queues might be spiralling out of control (pointing to the pillar of Time and Effort) or an employee may have been unable to resolve a product problem (Resolution.) Perhaps the customer felt as if the brand wasn’t being entirely honest with them, or was failing to look out for their best interests (Integrity.)

As such, KPMG Nunwood’s Six Pillars are effective owing to their focus. The CX Cloud can easily and automatically determine which pillar a piece of feedback falls into. Then, the company is empowered to deliver direct, corrective action.

This might be relevant at the touchpoints on a journey map – as with the aforementioned retailer – or the findings might prove their worth as part of a broader customer experience strategy. The key take-away is that businesses shouldn’t feel weighed down or paralysed by data. With the right software, such as a CX Cloud, a wealth of customer knowledge can be a great help – not a hindrance.


Could the Customer Experience Cloud be the right software for your business? Request a demo today or download our brochure.