Customer experience (CX) is an ever-evolving industry with unexpected twists and turns. But it’s also this unexpected component that makes it exciting for people who turn CX into a career. This year we’ve recognized 12 of these brave souls as our founding CX Ambassadors.
Each month we’ll be featuring an interview with one of these CX Ambassadors, revealing their successes, challenges, and pains. Our first interview is with the amazing Myshka Sansoin, manager of customer advocacy and self-service activation at BRP.
Myshka has been with BRP for five years, a Canadian-based company founded 25 miles from her hometown with the creation of the first-ever snowmobile. When she joined she was a one-woman team running Voice of the Customer (VoC); now she leads BRP’s global customer advocacy efforts.
Q: Myshka, why are you in the CX industry?
I love people. One of my favorite quotes is from Steve Wynn, a famous Las Vegas businessman: “Only people make people happy.”
I truly believe that and have devoted my life to it. Yes, Customer experience is not just the service part—the place, the product, and much more. But for me, I specialize in the people aspect of it.
Q: How is your experience program structured?
Our team’s CX efforts are mostly concentrated on three pillars. We collect and analyze customer feedback. We channel these insights into the everyday workings of the organization to spread a customer service culture. And we use customer insights to build effortless and quality customer service.
Q: What does your team look like?
We have three customer insights analysts that focus on analyzing feedback. One Voice of the Customer coordinator that is in charge of sharing this feedback across our team and organization. Our team also has a quality service specialist, who focuses on service culture training and monitoring. In addition, we have two self-service leads and seven content creators.
Q: What is a typical day for your team?
Meetings, haha! I’m just kidding. But we are involved in many different projects and governances because we represent the customer and need to feed people with insights to make the right decisions, so we do meet with a lot of teams across the organization. And of course, we also spend a great deal of time going through customer feedback, analyzing it and seeing how we should act on it or influence others to act on it.
As for me, my employees are my customers. So my job is to make sure they have everything they need to do their job easily, which goes from coaching to influencing other business units to get the right resources for the team.
But the typical thing is that we have fun. People that hopped on our team from other companies or departments are amazed by the type of people in the team. The service culture is really in our DNA which makes it so fun to work together and truly apply teamwork.
Q: What has been your biggest challenge with customer experience?
There is one challenge that I am still tackling, and probably will forever, around influence. That is, people don’t always trust VoC programs without significant data.
For example, if the frontline is reporting that they’re hearing complaints about a specific topic, the business will want data and lots of it before wanting to make a change. So I am constantly battling to prove the weight of VoC. It’s really a culture change. It’s getting better, but it’s definitely a challenge.
Q: What are you most proud of in your customer experience career thus far?
I am so proud of having created the Customer Advocacy Office. It was really a milestone in my career and a payoff for four years of battling for Voice of the Customer (VoC). That really was the launch pad of all great accomplishments to come. It showed that the business was not only ready to invest in VoC, but they had the trust that I could make it successful.
Most recently, I am very proud of the Customer Service Standards initiative. The BRP Service Standards are four standards that act as parameters to guide our frontline’s actions and decisions. The standards were deployed to all frontline staff around the world and showed great engagement from the teams. Management really liked the initiative and have now asked me to come up with a plan to broaden the scope to other business units.
Q: Is there anything about your work with CX that keeps you up at night?
Probably the challenge I mentioned earlier about trusting the Voice of the Customer program. I am constantly trying to find a way to convince this person or that person. Inside, I believe so strongly that something should change to both the customer’s and the business’s benefit, but sometimes I am not able to prove my point. I need to choose my battles and know when to let it go. That’s the hardest part. Letting go.
Q: What’s missing in your CX program that you’d like to have?
An automated VoC solution. So much effort is put in aggregating data, plus we are always reactive instead of proactive.
Q: Based on your experience, what are some best practices that you would recommend to other CX professionals?
First, find your sponsor. It takes one well-placed and respected individual to help your cause. If you can make that person truly believe in what you stand for, you won’t fight your battle alone anymore.
Slowly, they will convince others and before you know it, you’ll be an army fighting for CX! My boss is my sponsor, I am lucky to have him and I definitely owe him a lot. Not only is he by my side standing up for our customers, but he is a great coach and mentor and really understands customers.
Q: What’s next for you and your CX team?
We are starting a great transformation of our self-service. We want to design an effortless, self-service offer for our dealers and riders to get the information they need before needing to ask for it. And we want to make sure that if they do ask for it, they find it easily.
It’s simple, but there is a lot to do, like targeted customer-friendly content, state-of-the-art systems, leveraging AI. It’s something quite different from what the Customer Advocacy Office has been doing in the past year. It’s so exciting!
Q: Is there anything we haven’t covered that you’d like to share?
When getting into CX, I think professionals underestimate the impact that influence will have on their role. By influence, I mean the ability to demonstrate to people in your organization that customer experience programs are worth the effort. Even in companies that are customer-centric, like BRP, there is still the need to champion for customer experience. It just comes with the job.
Q: Lastly, how would you define great customer experience?
Honestly, I don’t have a very complicated answer. It’s so simple yet so many companies get it wrong: Meet customer expectations, and when you can, exceed them. That’s it.
The tricky part is understanding the expectations.
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