For Newsday, increasing the clarity of viewing our business through the consumer’s lens has become increasingly important. Pursuant to this goal, in March 2016, Newsday began a multi-channel voice-of-customer strategy that included measuring customer experience for its contact centre, home delivery distribution, digital Web, and mobile Web platforms via Foresee.

Today, Newsday continues building this robust multi-channel, voice-of-customer rich data set, having collected data from more than three million answered questions.

Moving to a voice-of-customer strategy changed the focus throughout Newsday’s corporate structure.
Moving to a voice-of-customer strategy changed the focus throughout Newsday’s corporate structure.

Prior to this, voice-of-customer feedback data was very limited and disparate, leaving little opportunity to derive intelligent and actionable insights. These new measures offered the opportunity for initial benchmarking and continuous measurement.

Newsday’s customer satisfaction score (CSAT) and net promoter scores (NPS) are among the organisation’s monthly KPI tracking numbers. Perhaps more significant, the multi-channel, voice-of-customer data has been used by our data team to derive actionable insights improving customer satisfaction linked to retention and profitability.

Contact centre: from cost centre to revenue generator

In our contact centre, where the paradigm shift has been viewing the department as a revenue generator rather than a cost centre, customer feedback is monitored daily to identify customers requiring re-contact or follow-up regarding subscription account questions or delivery issues.

The customer feedback from the surveys has been an enabler to increase stop saves — customers calling to stop their subscriptions but convinced to stay on by a customer service representative.

Furthering stop saves, the survey responses are one of the data sources available to our data talent, who are continuously improving algorithms to better match customer service representatives’ personality types with customer attributes.

Distribution: from complaints to satisfaction

Historically, distributor performance has been measured by complaints per thousand (CPT) deliveries. Now, feedback derived from distribution satisfaction surveying gives us a metric that has greater correlation to subscriber retention.

More specifically, those subscribers with higher satisfaction scores are less likely to attrite. Ironically, those customers with higher complaint volumes are also less likely to attrite. This discovery led us to customer satisfaction being a better indicator of distributor performance. Additionally, by proactively requesting feedback, 70% of the comments we receive are from customers who never called us before.

Digital products: from product lens to consumer lens

Traditionally, digital product performance was measured based on pageviews and unique visitors, and products development was based on gut and best practices. Now, customer feedback data complements such traditional metrics and development, effectively enabling science to aid the art.

During the past year, we acted on insights derived from customer feedback on our digital product and implemented design improvements that resulted in greater overall satisfaction. Specifically, we improved customer satisfaction with site navigation by 27% and news content by 37% based on the presence of breaking stories, news quality, and depth of articles on the site.

Organisations with a focus on voice-of-customer as an integral part of their data strategy recognise it is highly valuable to an organisation’s success. It is vitally important to have an effective multi-channel collection of customer feedback — and utilise such data to drive business decisions and desired outcomes.