In March 2006, Walker collected more than 1,500 evaluations from individuals who use customer feedback information. These "users" represent 37 of Walker's client organizations, primarily in sales, service, and support functions. Over the past several months, Walker analysts have sifted through hundreds of thousands of data points summarizing the results into four compelling themes.

Organizational commitment pays off
More than 75 percent of the respondents indicate using customer feedback has led to a positive improvement in the top or bottom-line financial performance for their organization. While delighted with this statistic, Walker was driven to better understand the 25 percent who have not witnessed this financial impact. The data reveals the difference between those who have experienced the payoff and those who have not is related to perceptions regarding their own organization's commitment to using customer feedback. More specifically, users are more likely to witness a positive financial return when they agree their organization exudes the following behaviors:

• The company uses customer feedback to motivate employees.
• The company views customer feedback as an important part of strategic planning.
• The company is looking to expand the use of customer feedback.
• The company has dedicated resources to understand and act on the feedback.

Key Takeaway: Results are seen when the organization is committed to using customer feedback.

Actions speak louder than words
Organizational commitment impacts the users' recognition of the financial return, but what about the customer? Does the use of customer feedback change the way customers feel? The short answer is, yes. Walker linked the user feedback to customer feedback and found the following:

• Organizations dedicating resources to understanding and acting on customer feedback have higher levels of customer loyalty.
• When sales reps are committed to using customer feedback, their customers are more likely to exhibit favorable perceptions of them.

Key Takeaway: Customer loyalty improves when their feedback drives action.

Improving perceptions one account at a time
Of the 37 participating companies, each has distinct challenges related to their customer feedback program. Challenges range from survey design and customer databases, to the communication of information and development of reports that drive action. As a result of the differing challenges, account management teams have a significant role related to the effective utility of customer feedback. Based on the user feedback, account-level improvement plans are currently underway for each of these 37 participating accounts. Given past experience where the teams themselves are fully engaged in the feedback process, Walker fully expects these plans will drive:

• more effective delivery of customer feedback
• the penetration of customer feedback throughout the enterprise
• improved value of the information

Key Takeaway: A formalized follow-up process driven by account team involvement maximizes the value to the organization.

Cracking the code on reports
Reports showing the customer feedback are the basis for taking action. The reports have the most influence on the value proposition of a customer feedback program. But there is room for advancement, and users are demanding improvement. User feedback indicates the following areas can help crack the code on reports that get used:

• Organization – Arrange the information to answer what did we learn, why is it important, and what needs to happen next.
• Establish the right balance – In order for the reader to retain and act on the information, limit the report to the main points.
• Adapt the content based on the audience – A tailored report is more likely to be used as opposed to a report that speaks to many different audiences. Use relevant metrics, in addition to the customer feedback, to relate the information back to the audience.

Key Takeaway: Focus on the communication points versus the data points.

Walker remains committed to helping organizations implement and use customer strategies to improve their business performance. To do this, customer feedback is used to prioritize new products and refine existing products. As a result of this user feedback, Walker has launched improvement initiatives that will unquestionably help users take full advantage of the customer feedback they receive. The first priority – improve the reports used by relationship managers so they are equipped with tools that diagnose problems in a timely fashion.