Why asset managers should measure client behavior
Welcome to the final blog in a series on the advantages of behavioural benchmarking and how it is a positive step forward for all.
In the first article, we examined how for most asset managers client experience (CX) has become THE reliable differentiator and why, to manage it, you need to measure it . In the second, we explained how CX is an ‘effect’ you ‘cause’ that occurs in two ways – in what clients say (feedback), and what they do (behaviour) – why you need to track both, and how firms at the leading edge are doing this.
To complete the series, this blog will answer the question “why measure client behaviour” and explain how you can leverage a behavioural benchmark developed by leading asset managers to complete your business intelligence , save time and effort, and continually improve CX.
Why measure client behavior?
Actions speak louder than words
Without behavioral data, the client aspect of your BI will rely solely on feedback data, which will not give you a complete picture. Humans forget things and avoid difficult conversations. Furthermore, feedback is subjective and exposed to low response rates and selection biases. Because of this, there will be gaps in your measurements and the remembered experiences of a few clients in the form of powerful anecdotes may not be representative.
In contrast, behavior is general and universal, and you can measure it objectively, empirically, and holistically to determine whether your touchpoints are working the way you want. If you need to make any changes, you can then base your decisions on a valid, accurate, and reliable dataset: actions speak louder than words.
Counteract the inaccuracies in feedback data
As we have learned, what humans do differs from what we say so if you want to know your clients, look at their actions – they will tell you the true story.
A key reason for this is our natural bias against giving negative feedback, which in Accomplish’s opinion the B2B investment industry accentuates: careers move fluidly between clients and providers, and firms constrain employees’ ability to advocate and engage publicly.
As a result, if you want a complete picture of your CX, there is no substitute for behavioral data: it is the essential complement to feedback responses and will protect you from taking the wrong action or operating under a false sense of security.
Minimize the burden your firm places on clients
Feedback requests are essential, but you need to use them judiciously because they interrupt clients at times that are not always convenient.
What if every asset manager relied on them? This is the current situation in the B2B investment industry and, in the words of one firm, “our clients are inundated” and suffering “survey fatigue.” This is not a good experience for them, it risks skewing your data as some clients will ‘tune-out’, and it is no way to differentiate yourself.
Thankfully, we now have the digital tools to observe and record behaviors without disrupting clients. This additional source of information allows you to see your effect on what clients do, not just what they say.
Not only will this complete your 360-degree view of clients, but it is a welcome development for them because, frankly, it is your job (not theirs) to figure out how well you are meeting their needs. In the digital era, there’s no longer any excuse.
Predict, influence and continually improve client experience
Because you can measure behavior as frequently as you like, you can build a high-resolution dataset of your effect on your clients, you can target your feedback requests with pinpoint accuracy and, in so doing, you can alleviate clients’ ‘survey fatigue’.
And because you can record repeat instances of the same activity you can turn your baseline measurements into a series. In Accomplish’s opinion, this is the point when your CX data starts to become an incalculably valuable asset.
Why? A series of data will give you three new valuable capabilities: you will be able to compare your direction of travel and pace against the industry (not just a snapshot), you will be able to predict and influence your clients’ behaviors to improve their experience, and you will be able to evaluate the success of your CX initiatives. What better way to demonstrate to your clients that you still care about them long after the sale?
Save time and effort, plug the gap that feedback leaves, and compare your results
Save your firm the time and effort needed to develop a taxonomy of client behaviors and metrics by pulling the Helix© off the shelf. It is the best practice CX data taxonomy at the heart of the Behavioral Benchmark developed by the leading firms. Leverage it.
Designed for asset managers by asset managers, the Helix© comprises well-defined target behaviors and metrics, and comes with on-demand support from Accomplish to turbo-charge your CX measurements and onboard your firm into the benchmark.
Benchmarking is about differentiation, and differentiation is about survival
If like most asset managers, your strategy includes differentiating yourself through CX, the only way to know you are achieving your desired effect is through benchmarking your CX.
This is because clients make relative choices and, without comparison, you simply will not know if the feedback that says “you’re good” is good enough.
For this reason, Accomplish is pleased to provide this much-needed behavioural benchmark to the asset management industry.
Follow Accomplish on LinkedIn
As a discipline, CX is still in its infancy. This is particularly the case in the context of B2B asset management. Accomplish is on a mission to change this with new tools that help asset managers stand-out from the crowd through the experience they give their clients.
This concludes a three-blog series on the advantages of behavioural benchmarking and how it is a welcome development for all.
Here is the full set so you can refer back to the others:
- Why asset managers should measure client experience
- How leading asset managers are measuring client experience
- Why measure client behaviour?
If you found this content interesting and would like to stay in touch with the topic, follow Accomplish on LinkedIn where we post frequently on CX in the B2B asset management industry.
1.FeldmanHall, et al, 2012. What we say and what we do: The relationship between real and hypothetical moral choices.
2.Tversky and Kahneman, 1974. Judgment under uncertainty – heuristics and biases.