Every executive serious about growing their business also must be serious about understanding what is really happening when it comes to the perception and behavior of customers. Customer Experience, or CX, continues to permeate discussions among leadership teams, service teams, product and marketing teams, and board members as it becomes increasingly clear that winning today is as much about how customers feel about a brand’s offering as the offering itself.
An entire industry has grown up around the measurement of customer satisfaction (CSAT). It arrived on the scene a few decades ago, even before the internet drove customers online, where interactions could be scored based on what customers and prospects did that would lead to a sale -- or no sale.
https://www.forbes.com/sites/forbestechcouncil/2019/09/25/better-than-csat-surveys-really-knowing-your-customers-are-happy/#197024d43e46/
You must have direct contact with your customers from Day One — and there’s nothing like a failed venture to stress its importance. The ability to ask your customers good questions is what makes a great product manager, but there’s no getting away from the fact that it’s time-consuming.
I used to spend about 45 minutes on a customer interview, where I went deep into their existing behaviours, frustrations, and worldview. I listened for insights and wrote down direct quotes to save for later.
But after the first few months of product development, I found myself spending less time interacting with customers and more time building. Most of my customer feedback was second-hand information from my team.
https://medium.dave-bailey.com/how-to-get-amazing-customer-insights-automatically-29b01cce46d2/
