Customer Experience Department: Present at the table, absent from the decision.
Customer Experience

The picture was always the same at the organisations I worked for. Significant investments were being made in customer-facing departments, teams were expanding, and reports were being produced. However, when it came to business decision-making processes, most company management failed to take what the customer departments said into account.
Research by TÜSİAD and KPMG shows that the resources allocated to the customer experience are by no means insignificant. The call centre sector has reached a value of billions of lira. However, there are still significant shortcomings when it comes to empathy and genuine listening. In other words, money is being spent and teams are being set up, but the customer’s voice is not being given the consideration it deserves.
An example from my time at an e-commerce firm illustrates this very clearly. Thousands of customer enquiries were coming into the call centre every day. They were contacting us primarily due to issues such as order delays, incorrect product deliveries and returns processes. We would log these issues, resolve them, and provide customers with information before closing the cases. However, the information regarding which store or product the issues originated from, or whether the problem lay with logistics or supply chain, never reached senior management, nor did those departments take these reports into account. In other words, our customer service department was operating like a ‘complaints resolution line’.
Yet the notes we took could have been the most effective guide for all strategic decisions. Because the customer was already telling each of us exactly where the problem lay. But most of the time, only we heard this. In their view, they were too busy, dealing with operational issues, and customer service was just complaining. Besides, our sales were doing quite well.
Apart from what I’ve written here, I have of course seen one or two good examples of companies. One of them, in particular, changed and improved its perspective on the customer so rapidly that it made me incredibly happy. Every piece of feedback we reported was read carefully and resolved through root cause analysis. Recurring complaints were gradually decreasing. The HR department integrated our complaint reports into the employee performance system. For example, a store manager’s or operations manager’s annual bonus was not determined solely by sales figures. Customer satisfaction scores were just as important. This meant that staff were monitoring what customers were saying and identifying and improving areas where they were falling short. ‘Customer Satisfaction’ was becoming the company’s true priority.
In my view, a solution is entirely possible through small but systematic steps rather than major overhauls.
* Making reports visible: Customer service reports should not only be shared within their own department but also featured in management meetings. They should be presented as regularly as sales or finance reports. All relevant departments, particularly the sales and procurement teams, should be asked, “Why are we receiving so many complaints?” Call centre costs should be allocated to the relevant departments in proportion to the number of complaints or calls they receive, i.e. charged to their budgets.
* Integrating into performance: Bonuses for sales, logistics or operations teams should also be linked to customer satisfaction.
* Treating recurring issues as a warning sign: If the same complaint recurs every month, this should no longer be viewed as an isolated error but as a systemic problem.
* Bringing the genuine customer voice into the organisation: Feedback from call centre recordings and in-store complaint reports must be heard by everyone within the organisation. Employees must confront the customer’s voice.
If the customer experience department remains merely the ‘team that deals with customers’, no change will take place. True customer experience is the responsibility not just of teams at touchpoints, but of the entire organisation. When the customer’s voice is placed at the heart of strategic decisions, brands are strengthened both in terms of perception and operations. Experience must be viewed not as a “metric” but as “growth data”. Because a customer who is truly listened to actually outlines the most accurate course for the strategy. The issue is not merely hearing that voice, but being able to derive a roadmap from it.
Cem Ateş
Deeper Strategy