Customer Experience Optimisation is our sport and we the optimisers, are the athletes. Our customers are our coaches and we should listen to them so we win medals.

For listening to our coaches we have two types of research: quantitative and qualitative research. In the image below there are some examples of research methods frequently used by optimisation experts.

CXO research methods

Things can go wrong when qualitative research is not done at all, not done frequently enough or not done properly. In qualitative research the voice of the customer is predominant. Asking customers what they want or expect from your company is such an obvious thing to do. However there are many companies that never meet face to face with customers. How are you going to optimise the customer experience if you never ask what type of experience the customer expects?. 

The research phase is the first phase of the CXO process. It is the foundation of the CXO program. If there is no input from customers in this phase, the test ideas generated lack the relevance that is needed to learn or make an impact on your bottom line.

Besides the research methods mentioned in the image above, another way to get test ideas based on customer insights, is to work together with the customer service team. Ask them what they hear from customers, what their frustrations are or why they recommended your company to their friends. Ask if you can listen to the conversation that the service team has with customers and work from there.

This series is inspired by an article published by GO Group Digital. Check out the other posts that are part of this series on Why experimentation programs fail:

  1. The experimentation program is not tied to an overarching business purpose and lacks a central guiding metric
  2. Teams are siloed and experiments do not consider the entire customer journey
  3. Experiments have to be perfect before they see the light of day
  4. Losing experiments are disregarded, rather than investigated
  5. A lack of trust and a fear for failure cripple innovation