Digital customer service is a complicated business. We made it one of three pillars of our social media strategy, and have built a new Visitor Insights team in Marketing to deliver this. We have only just begun to scratch below the surface of what this means for the British Museum. From September, we have been capturing, processing and reporting on a large volume of insights about the visitor experience, and the complexity of this is becoming ever more apparent!
In the month of September, we recorded over 41,000 comments from visitors. These are spread across several channels:
We have grouped the channels in this way to reflect what we believe is the level of service our visitors expect from us. The 515 comments and enquiries we received via direct channels were prioritised in terms of (a) responding and (b) reporting internally, because these visitors explicitly reached out to us. The other circles represent more indirect types of feedback and enquiries, and these were categorised based on a matrix of urgency and importance.
Before we can set really meaningful KPIs, we need to baseline the current situation. This isn’t easy as there are so many different ways we can start to group and understand the data. For example, the % of enquiries vs % the pieces of feedback. The ratio of negative and positive (although these aren’t always easy to categorise, as many are neutral or a combination). The volume by channel, by museum department, by day of the week. The % logged, and the % responded to on time. One very important stat which will take time to grow is the number which have resulted in an action taken, creating real improvements for visitors in future.
It’s very clear that most of the conversation is happening digitally, and that we were right to invest in social media listening and engagement tools to help us monitor and manage this. We now have to focus on developing an internal workflow efficient enough to get below the surface and make use of the incredibly rich insights that lie beneath…