VoC Leaders: How Rack Room Shoes Gets In-Step With Customers
Paul Voss is Director of CRM for U.S.-based Rack Room Shoes. He recently sat down with us to discuss how ForeSee’s technology is helping his company understand their Voice of Customer as well as build bridges between various departments in the company.
Why is it important for your company to measure customer experience?
There are a lot of ideas about what drives sales or what influences behavior of our customers, but without actually measuring, they’re all just ideas. This allows us to take facts that our customers are telling us, and learn and make changes going forward while still being able to measure what’s happening over time.
Why do you choose ForeSee specifically to help you measure the customer experience?
Honestly, it’s because of the industry itself, and looking at what the other competitors and companies I admire use. Nordstrom is a perfect example. I love how they measure customer experience. I love how they really do everything, and when you see ForeSee on their site, when you go to their site, it just kind of makes you feel more comfortable with selecting them. I had actually used ForeSee in a past life, so I was very comfortable with what they offer.
You wouldn’t run any other part of your business, like finance or sales, without reliable data to support those business decisions. Isn’t it important to measure customer experience with this type of certainty?
We want to make fact-based decisions. Many times, we want to understand what’s influencing our business, but we’re not talking to the customer. I feel like without talking to the customer, you’re just taking shots in the dark, and not really understanding what’s going to help drive business forward.
Can you give an example of how ForeSee has helped Rack Room Shoes?
I’m responsible for our rewards program. Every day, I’m looking to see how many people are signing up, how many people are enrolling, are they active in the program? Using ForeSee over time, we’ve always had a high success rate. Customers are able to sign up for rewards online successfully. Looking at trending figures, one day we noticed that signups actually had dropped. We were at about a 95 percent completion rate for rewards sign up every day. It dropped down to 70 percent. We tried to replicate the issue, but couldn’t. Over time, we noticed day-after-day it was staying low.
We were able to use ForeSee to drill in again and say, “Look, I know you can’t replicate it, but something is wrong with the signup process.” We were able to find a bug that had come in a more recent code release. We were able to get that addressed and get it fixed. We lost about a thousand enrollments over the time where it wasn’t working, and without ForeSee, it would have been hard to prove that there was an issue with the rewards sign up because the IT team wasn’t unable to replicate it.
How do you socialize ForeSee data within your organization?
There are a few ways we do it. First, we meet with our CEO every other week, and we’re always bringing learnings to him to help him really understand what customers are doing on our website as well as what kind of feedback we’re getting. The back story is, we didn’t have an eCommerce platform until late 2014. So, ForeSee has helped us to understand customer behavior online. For the in-store piece, it’s actually just giving customers a way to pre-shop before they go in-store.
Another way we’ve been able to share information is with Store Operations, where it first helped build a bridge. When we launched our ForeSee measures, it was with the intention of getting feedback about our eCommerce site. What we quickly found out though is all of the questions pertain to customers’ onsite experience. When they could give free-form feedback, they were telling us a lot about in-store.
Sending that over to StoreOps everyday helped build a bridge by saying, “Hey, I got this feedback from a customer who had a bad experience in-store. What can we do?” or “Hey, this customer had a great experience at one of the stores, and they actually put the Manager’s name in to give them good feedback.” StoreOps liked that, because it gave them another way to recognize or give feedback where it was needed.