Driving change through the post-support case interaction survey

How CX leaders embark on the journey of asking, listening, and acting on customer insights.


Mollie Carlos

May 14, 2021

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Support organizations sit on a wealth of data that can be used to drive change for customers, for the team, and for the business. For instance, including a customer loyalty metric in the post-support case interaction survey—whether it be Customer Satisfaction (CSAT), Customer Effort Score (CES), or Net Promoter Score® (NPS®)—can provide a powerful lens into the customer experience. 

For the May edition of our monthly CX leader roundtable, we brought nearly 60 CX leaders together to gather benchmark data and understand how their organizations are capturing customer feedback in the post-support case interaction survey. Read on for insights into how others embark on the journey of asking customers for their feedback, listening to what they have to say, and acting on the insights. 

ASK: Keep it simple 

There are two key components in crafting a successful post-support case interaction survey: simplicity and response rate. 

Our data shows that 85% of CX leaders keep their surveys to no more than 5 questions, with CSAT dominating as the primary customer loyalty metric (58%). Keeping the survey simple prevails over scale design and customer loyalty metric type. Our conversation reinforced the value of being intentional with what you ask and considering who your audience is to maintain a global reach. 

Trusting the data is fundamental. Response rate is a popular indicator that drives more consistency and builds trust in the data before CX leaders transform this into action. We had a rich conversation on how this ties back to survey simplicity and minimizing average completion time.

LISTEN: Keep it actionable 

Simplicity and a high response rate are important, but should be balanced with gathering actionable data. A customer loyalty metric is an effective measurement to capture a holistic view of customer satisfaction, but including an open-text question in the survey can take insights—and actionability—to the next level. Nearly 90% of CX leaders include at least one open-text question, and 50% invest in text analysis software to efficiently identify trends and customer sentiment.

Another critical step to listening is closing the feedback loop—which requires defining a strategy on when to engage customers who require follow up. This may be a result of a negative experience, or because their issue is unresolved. The outcome is a proactive approach that demonstrates a commitment to customers that action is being taken to improve. 

ACT: Keep it crisp

Rounding out the strategy of transforming customer feedback into change? Taking action. We learned that 80% of CX leaders leverage post-support case feedback to scope and prioritize improvements in focus areas like performance, system/process optimization, and quality. Driving change from within equips CX leaders to better triangulate data, identify consistencies in other points of the customer journey, and strengthen their story before partnering cross-functionally with Product & Engineering organizations.  

This distinction is pivotal as it establishes ownership and accountability at the core in a collective march towards one goal: do better for customers.

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*Net Promoter, Net Promoter System, Net Promoter Score, NPS and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.