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Transfer of responsibility/information: Often times the ball can get dropped as product fulfillment or customer service is handed off from one department to another. Quantify the amount of both labor and physical resources needed to ensure there is sufficient capacity available to meet customer demand, at your targeted service level. Identify what aspects are currently confusing to customers, and improve communication through signage, mobile alerts, and how employees are trained to explain products and services. Production/Inventory: Evaluate production levels to make sure the right amount of inventory is available at the right time.

Here at Integrated Insight, we always start with the customer perspective and understand the product through their eyes. Eliminating frustrations by changing the process or improving communication results in an improved customer experience. Too often we feel crunched by budgetary constraints, so we don’t even consider the major modifications that can truly transform a process. While the proposed change may appear to be financially unfeasible, the return on investment may determine it’s a viable option.

In addition to eliminating the need for keeping track of paper punch cards, a digital approach can reduce fraud by eliminating the ability for a customer to punch their own card and take advantage of the business. Digital programs provide real-time data with each use, whereas punch cards only provide insights once customers complete earn all punches and have earned a reward. For example, rather than allowing a customer to get a broad discount on their 11th purchase – create a structure so that the award after 10 purchases is an array of potential items, or discounts, fenced to specific products. However, offering products that need a boost or are not frequently bought by customers can help incentivize trial purchases of other products you sell and avoid dilution.

Within two months, we successfully hired and trained a team of Cast Members and successfully implemented a survey program that would quickly grow to over 500K in-person surveys per year. Lastly, there is a more recent accomplishment I am particularly proud of and that is the work we did to safely and successfully re-launch in-person surveys for our LaGuardia Airport partner a few months back. For a few years we have been fielding ongoing passenger satisfaction surveys at LGA using iPad devices however, as a result of the pandemic, we paused data collection in mid-March of this year. Timing being what it was the beautiful new terminal opened in June and our LGA client wanted to safely re-launch ongoing data collection and more specifically, needed to obtain passenger feedback on a daily basis for a two-week period immediately after opening to understand perceptions of the new terminal.