Customer Satisfaction Surveys: Nuts and Bolts

Here are general recommendations:

1. Keep it simple. Your customers want to respond to your survey, but you should make it as easy as possible for them. How you invite them to participate, the way you ask questions and what design template you use will affect participation rates. In many regards, the simpler the better. Also, write your questions clearly so that people who are not native speakers of your language can understand the questions.

2. Keep it short. Choose the length of your survey based on the type of product or service you sell, how much they spent for your product or how often they use the product or contact your company. Generally speaking, about 20 to 30 questions are appropriate for an image-based survey and no more than ten are appropriate for a transactional survey (more on what these two types of surveys are in the next section). Any survey over 40 questions will have a high abandonment rate.

3. Keep your implied promises. If your goal is to identify what your organization can change to improve satisfaction levels, you need to be willing to respond to survey results. Your customers will view the survey as a mechanism by which they can affect change. If they don't see any improvements, they will become disillusioned and will view the company negatively. This means you need to concentrate on measuring concrete factors over which you have control, such as response time, delivery policies, support professionalism, and order accuracy. Avoid generalized questions such as "Do you think XYZ is a good company?" One respondent may think "good" refers to skill, while the next may think it means morally good. In both cases, you can't learn enough from this type of question to make any concrete changes.

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DEVELOPING AN ACTION PLAN THAT RECTIFIES WEAKNESSES & BUILDS ON THE STRENGTHS

A five-step process can be used to make these longer-term improvements.

Step 1: Spot the gap

• Look at the customer satisfaction data to see where there are low absolute scores and low scores relative to the competition
• Pay particular attention to those issues that are important to customers
• Assume the scores are correct unless there is irrefutable evidence to the contrary – and remember, perceptions are reality

Step 2: Challenge and redefine the segmentation

• How do satisfaction scores vary across different types of customer?
• Are segments correctly defined in the light of the customer satisfaction findings?
• How could a change in segmentation direct the offer more effectively and so achieve higher levels of satisfaction?

Step 3: Challenge and redefine the customer value propositions

• Are customer satisfaction scores low because the customer value proposition (CVP) is not being communicated effectively to the market?
• Are customer satisfaction scores low because the CVP is not being effectively implemented?
• Is the CVP right for the segment? How could a change in CVP achieve a higher customer satisfaction index (CSI)?

Step 4: Create an action plan

• Describe the problem
• Think through the issues that need to be addressed and list them out
• Identify the root cause of the problems
• Identify any barriers that could stop the improvement taking place
  Set measurable targets
• Allocated resources (usually money and people)
• Assign people and time scales to the tasks
• Measure and review progress

Step 5: Measure and review

• How has the customer satisfaction index (CSI) moved?
• Is the movement significant/real?
• Has the action recommended in the plan, taken place? Has it been enough? Has it had enough time to work?
• Revisit the steps – spot the gap, challenge the segmentation and CVP, more action

Many of the issues that affect customer satisfaction span functional boundaries and so organisations must establish cross-functional teams to develop and implement action plans. One of the best ways of achieving this involvement by different groups of employees is to involve them in the whole process.

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Customer Satisfaction Surveys | B2B International Business-to-Business Market Research Consultants

In customer satisfaction research we seek the views of respondents on a variety of issues that will show how the company is performing and how it can improve. This understanding is obtained at a high level (“how satisfied are you the ABC Ltd overall?”) and at a very specific level (“how satisfied are you with the clarity of invoices?”).

High level issues are included in most customer satisfaction surveys and they could be captured by questions such as:

• What is your overall satisfaction with ABC Ltd?
• How likely or unlikely are you to buy from ABC Ltd again?
• How likely or unlikely would you be to recommend ABC Ltd to a friend or colleague?

It is at the more specific level of questioning that things become more difficult. Some issues are of obvious importance and every supplier is expected to perform to a minimum acceptable level on them. These are the hygiene factors. If a company fails on any of these issues they would quickly lose market share or go out of business. An airline must offer safety but the level of in-flight service is a variable. These variables such as in-flight service are often the issues that differentiate companies and create the satisfaction or dissatisfaction.

Working out what questions to ask at a detailed level means seeing the world from the customers’ points of view. What do they consider important? These factors or attributes will differ from company to company and there could be a long list.

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200+ Internet Marketing Gurus on Twitter

The twitter train is pulling up, are you on board yet? Twitter is one of the most revolutionary messaging systems to come out in my opinion since AOL Instant Messenger back in 1997. It allows groups of users to simultaneously engage in conversations all at the same time, similar to being in a “chat room” in AOL. As a marketer this can be a golden tool if utilized properly for personal reputation management reasons.

Many underground conversations go on within Twitter that never make it to the blogosphere or news sites. It can be a dynamite location for link bait ideas, breaking stories, and general topics you might not think about on a daily basis. You might even find yourself obtaining clientèle through it. I really could go on and on with what you could do with Twitter.

Now with that said, it is worth pointing out that one of the more frustrating things with Twitter is that there isn’t much organization within the social profiles themselves. Aside from the visible friends list, it is hard to capture who is within your industry, and who might be twittering about relevant things that you want to follow.

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Top Internet Marketing Gurus to Follow on Twitter

Do you Twitter? Are you visible? If your answer is yes, continue reading. 

As you know by now, Twitter is one of the most revolutionary messaging systems of the moment. You’ve probably already heard about some amazing Twitter stories. 

So if you Twitter, follow people who knows what they are talking about. Here’s a list of 55 top Internet marketing gurus you should follow:

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How To Develop A Facebook Page That Attracts Millions of Fans

Over the past few years Facebook has witnessed a dramatic rise in new user adoption and with that rise has come the opportunity for brands to interact directly with existing customers and engage new ones. At the end of 2007, Facebook announced the launch of Facebook Pages and last week they launched a revised edition which includes a number of significant upgrades. This week, those pages will be going live for all. There are numerous ways for brands to leverage Facebook but the overall branded experience is becoming increasingly integrated into a single offering as the new Pages product highlights. So what are the primary benefits and changes for the new branded pages?

Pages Are Profiles for Brands
One of the primary reasons for launching Facebook Pages was that many companies were using user profiles for their companies, in turn violating Facebook’s terms of service. While I’m sure there were many other reasons for launching Pages, the easiest way to understand them is through viewing them as “Profiles for Brands”. This means brand pages can essentially do everything that users can do.

Pages Have Access to Users’ Feeds
This is probably the single most important feature within the new Facebook Pages product. Many in the press have described this as Twitter for Facebook. It’s an accurate description but for those that don’t understand what Twitter is, this makes things more confusing. Essentially when Facebook users become a “fan” of your branded page, they will be notified of your status updates anytime you update the status on your brand page, via the primary news feed on the homepage.

The News Feed is Now Real Time
This is actually an update to the site homepage but it will have a significant impact. Previously Facebook cached the homepage for at least 15 minutes in addition to automatically filtering all feed stories. This means that any feed story which made it to the news feed previously would stay there for a fairly long period of time. The news feed has since been redesigned to stream stories instead displaying the automatically filtered stories as “Highlights” on the right hand side of the page.

Pages Can Integrate Multiple Applications
Earlier this week I posted the example of a robust branded Facebook page which integrates an application into the experience. Pages could previously integrate basic applications but now there is space to integrate applications that are just as robust as those with standalone canvas pages. Not sure of what “canvas pages” are? A canvas page is the space in Facebook below the Facebook header and to the left of Facebook’s sidebar ads. Essentially you can now post applications which take up the full width of the page. I’ve gone ahead and posted a photo of the canvas area in the photo below.

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En gözde şirketler, en büyük şirketler ve öğrenciler

Realta – En Gözde Şirketler 2010 anketi sonuçlarına göz attığımızda ilk sırada yer alan firmaların çok da değişiklik göstermediğini görüyoruz. İlk beş firma, Turkcell, Turk Hava Yolları, Unilever, Mercedes Benz, Microsoft, Turkiye İş Bankası olarak sıralanmış. Diğer taraftan, Forbes Türkiye dergisi de Haziran sayısında Türkiye’nin En Büyük Şirketleri araştırmasını yayınladı. Bu iki araştırmayı karşılıklı değerlendirdiğimizde ilk sıralarda yer alan firmaların ve sektörlerin yakınlığı dikkat çekiyor. En Gözde Sektörler sıralamasında; Bankacılık, Hızlı Tüketim, Bilgi Teknolojileri, Otomotiv, Gıda, Telekom şeklinde sıralanıyor.Türkiye’nin en büyük şirketleri de Garanti Bankası, İş Bankası, Akbank, Koç Holding, Sabancı Holding, Yapı Kredi Bankası, Halk Bankası, Türk Telekom, Turkcell, Vakıflar Bankası şeklinde olduğuna göre iki araştırma adeta birbiriyle örtüşüyor.

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