Editor’s note: Terry Vavra and Doug Pruden are partners at research firm Customer Experience Partners. Vavra is based in Allendale, N.J. Pruden is based in Darien, Conn. This is an edited version of a post that originally appeared here under the title, “Improve the effectiveness of your customer satisfaction program.”
In the past we’ve pointed out many of the challenges we all face in trying to use customer feedback to set the most efficient and effective strategies for improving the customer experience. It seems only fair to revisit the topic, this time with eight constructive suggestions for improving how you measure the satisfaction of your customers.
1. Create an action plan: No customer ought to be contacted – nor any data collected – without a process in place to act on the insights to be gained from the process. This means creating a disciplined response process. Going under the title action planning, processes: pre-assign measured items to manager-owners (who have operational control over the measured performance issue and will be charged with making any improvements customers suggest); help stipulate realistic goals for improvement; and measure progress toward these goals on a periodic basis.
2. Conduct a census: When a satisfaction questionnaire is distributed to only a sample of customers, it fails to communicate the business’s desire to hear from all of its customers. While packaged goods manufacturers may be hard-pressed to conduct a census, for producers of durables, specialty items, and services, a total census is not only achievable, it’s highly desirable.
3. Measure continually: A satisfaction process that is conducted on an event basis (only sporadically) sends multiple messages – all detrimental. Employees may be trained to perform especially well during measurement periods, only to relax in off-times. Employees may also question how truly committed management is to customer satisfaction if it is only measured occasionally rather than continuously.
4. Drive the questionnaire with your database: Far too many satisfaction programs are conducted isolated from the customer database. This results in a demeaning, typical first question: “Which of our products do you use?” Not only does this question unnecessarily add to the length of your questionnaire, but it also conveys the strong image that your organization has absolutely no idea about individual customer’s history with your brand. Admitting such ignorance it undoes the relationship-building objective of the satisfaction initiative.
5. Disaggregate your results: Reporting average scores not only hide low scores, it also turns attention away from the percentage of truly delighted customers. And need we remind ourselves, there is no average … it’s an imaginary median. It’s far better to report scores of extreme outcomes (both delighted and disenfranchised). That way the goals of minimizing dissatisfaction and maximizing satisfaction are: clearly identified, easily prioritized and readily tracked.
6. Communicate your findings: The communication of satisfaction results is a broad field with many options. The ideal is to communicate results not only to employees but to customers as well. By involving customers in the reporting process a business validates its process. It demonstrates that the collected information is actually being analyzed and hopefully is to be acted upon.
7. Celebrate results: Results shouldn’t be rolled out in a punitive way. Even poor results can be announced in a way that coaches improvement. After all, the tonality of a satisfaction report will influence exactly how employees begin to feel about the total process.
8. Solve problems raised by individual customers: Don’t treat the process as simply a data-gathering exercise. Respond to those customers who identify real problems. Provide them a solution to the problem or concern they’ve voiced. This simple action closes the loop on an otherwise suspect outreach.
Indeed, if properly practiced, satisfaction surveys can better align a business to the highest priority needs and wants of its customers making the conduct of its business a win-win situation; with both the business and customers benefiting.