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Customer journey analytics is a big-data solution that captures, measures, analyses, and evaluates the quality and outcome of the customer (or prospect) experiences throughout all interactions, for all customer-facing touch points, channels and activities. This includes branch/storefront, back-office, in person sales, website, social media, contact center (interactive voice response (IVR), web self-service live agent, phone, email, chat, SMS, video, social customer care, etc.) activities, as well as all actions initiated by a customer or an employee on the customer’s behalf. This is a broad definition that addresses all aspects of a customer’s or prospect’s relationship with an organization. CJA solutions are intended to help organizations view the customer experience from the customer/member/constituent perspective.


CJA solutions receive inputs from many different transactional and analytical applications, including:

  • Transactional: CRM, sales, collections, point of sale, etc.
  • Analytical: speech analytics, text analytics, desktop analytics, IVR analytics, web analytics, quality assurance and surveying.


dmg-cja-2017-thumb.pngDownload here

Netflix is a master at showing how big data can work as a tool to create strong customer engagement and improve customer satisfaction - the next time you choose a new TV series, see the recommendations this streaming service offers based on your previous choices. This company - with its oceans of information about when people watch and how frequently they pause and what types of films they consume - has managed to find the useful gems and has become a powerhouse that engages with customers. How? By working with smart data, not just big data.

Answer big questions with smart data

While it may be tempting to brush off its success as the result of deep pockets, it's also worth noting that the analysts behind the curtain at these companies are likely approaching their pools of data differently than most. In a recent report, McKinsey reminded business leaders that you gather big data to solve a problem. In order to do that, leaders first need to know what the problem is. That usually comes in the form of a question. For Netflix, that question was very specific: What types of genres do our customers like to watch? The query was important to Tom Yellin, VP of Product Innovation - so important that Netflix identified over 76,000 movie genres for their members. This question also related to the larger business objective of creating in-house content.

There are many lessons contact center professionals can take from Netflix. Firstly, Yellin, a top executive, utilized the data to answer his questions. It's critical that leaders involve themselves with big data, the McKinsey report noted, because they can highlight concerns for the business and work to solve problems based on the data. By starting with a specific question, Yellin and the Netflix team were able to make the data work for them. They narrowed their focus and cut out extraneous information.

This is an example of smart data. As Bernard Marr, a big data expert, wrote in Forbes, smart data needs to trump big data. This way, the data gathered can address exact questions and keeps focus tight on solving the problem at hand.

netflix-thumb.jpgNetflix used its insight from customer data to develop House of Cards.

McKinsey's report also argued that you have to embrace the messiness of soft data - and identify where you're estimating and calculating, not simply reviewing cold facts. For instance Netflix had big data analytics about the existing shows their customers loved. When producers decided to create House of Cards, it was a calculation executives made that audiences would like it based on their previous selections. It was another gut feeling when executives doubled down on it, signing on for two seasons of House of Cards before the pilot - and its related viewing metrics - aired. It was a bet that clearly paid off.

Netflix's decisions around its content also show the rewards of doing big data right. It has developed a strong brand not only a streaming service but as a house that creates enticing original content - because the company knows what customers want. Netflix kept its audience engaged because it worked to understand them.

How can your contact center apply this Netflix way of thinking to better engage with customers? Before gathering data, have a set of questions that you need to answer - and most importantly, show how those answers contribute to the business. Like Yellin and his team, you'll be able to keep a narrow focus when you dive into the data you've gathered.

Want to learn more about how to increase your customer engagement? Check out the latest whitepaper to learn more about how you can use big data to drive customer engagement, and let us know: How is your company leveraging smart data?





I’ll be moderating conversations about VoC at next week’s Operations Summit and it got me thinking… It’s practically a given that every company will issue a customer satisfaction survey as part of their VoC program. But it’s NOT a given that every survey will improve customer satisfaction.


Think about your own satisfaction survey for a moment. Are you collecting accurate data? Is the data actionable? Are you able to identify clear gaps and opportunities?


Customer listening programs often suffer from a host of flaws and biases. In fact, in our recent study of point-of-purchase surveys we found that the largest US retailers pack their surveys with tired, biased, and often irrelevant questions.


And when clients come to us with their surveys, here are some of the common flaws:

  • Surveys so long they alienate customers.
  • Surveys that force customers to choose from irrelevant multiple-choice options.
  • Surveys whose customer comments never get properly analyzed.


Good surveys produce good data, and good data reflects the experiences your customers actually have with your company. Good data also shows where you need to improve.


This 6-step process will improve your VoC program by providing a customer satisfaction survey that gets to the heart of customers’ expectations, their perceptions and how they feel about their experiences with you.

  1. Evaluate your current survey(s) and map your unknowns.
    Work through your current survey(s) to identify irrelevant questions and biases. Check for:
    + Neutrality: Are your questions impartial so you don’t force the answers you want?
    + Engagement: Are questions conversational, so that customers want to respond?
    + Relevance: Are you employing branching logic to ensure you’re maintaining relevance with customers throughout your survey?
    + Sampling Biases: How well do your respondents actually represent your customer base?
    + Actionability: Are you asking for information that can be put to use?
    Next, take a step back and consider what you don’t know—where might you have gaps in your understanding of customers’ journeys? Are there areas from your previous surveys that were inconclusive?

  2. Tailor your language.
    Think about your industry and customers. How would your customers describe their experiences with you? Ask your team:
    Who are our customers?
        How engaged are they?
    What words do they use?
    What’s most relevant to them?
    A classic example comes from the hospitality industry. Hotels often ask about quality of “housekeeping” on their surveys—but when customers they open their hotel room door, they aren’t looking for “housekeeping,” they’re looking for “clean.” Tailoring your survey’s language to match the customer’s is how you uncover the best data about how customers really feel.

  3. Develop branching logic.
    Consider your customers. Have you done a persona study? Does each persona interact with different touchpoints? For example, don’t force an end-user to click mindlessly through questions specific to distributors; it will result in junk data.

  4. Draft your questions. Iteratively.
    If you think a survey can be built in a day, you’re wrong. You’re asking customers to spend their valuable time taking your survey, so you’ll need to spend your valuable time building it.

    Questions should be put through detailed development and rigorous review processes. Return to step 1, and vet your newly drafted questions against the list of common problems. Then edit, and edit again. In fact, we recommend getting internal AND external feedback on your survey questions—before you edit one last time.
  5. Code and analyze the data.
    Once you’ve got your survey responses in, it’s time to find the signal in all that noise. Hopefully you have a large, statistically-significant, set of respondents, so your findings are predictive and forecastable.

    As part of your survey analysis, it is critical to code the open-ended comments. And by code we don’t mean simply read or make a word cloud. You need to scientifically parse and categorize the comments because this is how you bring that data to life in meaningful, actionable ways.

  6. Present your findings—graphically.
    To get your  team on board with your VoC results, curate your metrics down to a simple few and incorporate infographics. Use a dashboard to get everyone involved with the data and next step actions.

    Some great customer experience metrics that we advocate for include: Quality of Customer Interaction™, Customer Effort, Competitive Edge, and Persuasion Scores.

Not all surveys are created equally. In fact, many customer satisfaction surveys are disengaging and result in inaccurate data. But our 6-step process, gives you the framework you need for a stellar survey—one that collects accurate customer feedback, motivates teams to improve in specific ways, and shows customers their voices are hear.

We are delighted to announce that CallMiner Eureka Xchange has been shortlisted for the 2017 Call Centre Helper “Top 10 Contact Center Technology” awards! 

You can help us make the ‘Top 10 list’ by voting for Eureka Xchange via this link:

It will take you less than 1 minute to cast your vote, and as a result you will help to give recognition to the best products on the market and help other contact center managers make informed decisions about the technologies they invest in.


So if you and your team love using Eureka Xchange please provide your vote by Friday 21st April, and ask your colleagues to do the same! The winning products will be announced in late May 2017.


Thank you very much in advance for your help!


CallMiner Eureka Xchange is the speech analytics industry’s first open application exchange platform leveraging the community and concepts of crowd sourcing to tackle tough customer engagement challenges. Eureka Xchange provides a platform for CallMiner analysts, customers and partners to share and modify content and through this collaboration turn good customer solutions into great ones. For more information click here.

Recently, Marketing Week revealed that 78 percent of marketers used brand engagement as an ROI metric - yet less than half believed that it was taken seriously by business leaders.

No wonder it's difficult for businesses to commit to strategies that focus on boosting customer engagement. However, there may be a good reason for the disparity. "Customer engagement" is a classic buzzword - it's catchy, and promises long-term customers and increased revenue. Yet, it's hard to define. The businesses that can translate that buzzword into action are able to retain customers and boost revenue. How can contact centers make customer engagement strategies work for them?

It is possible for businesses to create strategies that support stronger customer engagement. First, leaders need to create their own definition. Is it channel specific? What does customer engagement look like on each channel? (Anyone who is loves Snapchat knows the interaction is very different than the interaction with LinkedIn.) Especially in a contact center, it's important that agents are all working from the same definition. That way, customers are likely to have a seamless experience, regardless of which channel they're communicating from.


Build a relationship to maximize engagement

There is a second important part of developing a unique definition of customer engagement and implementing it. How will you create value, both for your company and your customers? Adrian Swinscoe, writing for Forbes, argued that a creating a strong customer engagement strategy is more than simply increasing how much a customer spends with your company. The way to really engage with customers is to add value. This helps your company develop a relationship with your customers. Take, for instance, the way that Southwest Airlines - long identified as a leader in customer experiences - handled a customer's complaint about damaged luggage: It offered to provide a new piece of luggagewithout question and had several for the customer to choose from on hand.

Damaged luggage was a common problem for Southwest customers - so the company offered a quick solution.

Anyone would argue Southwest didn't have to do that. And we can't know for certain how that investment in extra luggage affected the bottom line. But the airline, by investing in its customers, is showing that their customers' concerns are valid. By paying attention and having a series of steps in place when something negative arises, it is working to build a longer-term relationship. And customers, in turn, are willing to commit. They return to the airline again and again.

What does that mean for your contact center? Can your agents work to resolve common customer issues easily? Before you can start implementing customer engagement strategies, it's important you know what you mean by "customer engagement" - and how you can build a relationship with your customer. We all know from personal experience that customers who feel valued and connected to a brand are likely to engage more.

What does customer engagement mean to you?