For a customer engagement manager, it is easy to sink the ship

Looking from a functional point of view, customer engagement is a key indicator for the health of a business relationship. In terms of information, customer engagement is the source of important subjective data. The better the engagement, the richer the subjective data side. In our CRM-CX database, ‘subjective data’ can be dubbed as ‘value’. Value is a multilayer expression. We identify at least the three value levels challenge, purpose, and deep purpose. With the help of these, we can model ‘value’ well enough to create working models of business success.
To fill these data areas with content, surveys are often preferred, because they can follow (or create) a data structure, but there are various sources of data to use. However, in terms of depth, this kind of information stays at a surface level. The underlying purpose structure remains opaque. Only engaged customers, who supply information to fill the data gaps, can help. Getting their help works if the engagement is rooted in mutual interest. In other words, engagement works where we can create a win-win situation.


In all cases, engaged customers with their data, provide an important picture from the outside. This feedback reflection is not for the purpose of being rewarded or punished, but it is a welcome difference to our own internal view of what we do. Corrective interventions are what keeps a company on course with reality. This requires a fluid engagement level. Engagement managers find their challenges here, in the flow and depth.
Mistakes are welcome, but only as long as they serve to create improvements. Whether this will occur also depends completely on customer engagement. A company without engaged customers, without feedback, without complaints, is technically dead. An engagement manager who lets the flow of customer data dry out, is as good for a company as a rock for a ship. You don’t need more to put an end to it.

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