A large business generally knows its customers through quantitative analyses and summary reports, which are staples of market research and corporate reporting. Too often, the voices of individual customers are muffled by a torrent of numbers, and the stories they would tell are garbled. Few managers and even fewer executives hear customers speak, in their own words and ways, about the company's products and services. Yet, as we discuss, these stories may suggest enhanced customer service, better products, and organizational innovation; indeed, a number of companies have shown that the value of attentiveness to customer stories can be great. Herein, we describe a controlled, exploratory approach a company might take to develop its own engagement with customer storytelling—one that encompasses not only its interactions with customers along the front line, but also conversations ongoing in social media. Our proposal demands sustained commitment from senior management. We counsel senior executives to lead by example, to listen to customer stories, to learn from them, and to share them with others in the executive suite. By truly caring about storytelling, business leaders can better serve their customers and their companies.
