Getting Buy-In on Customer Satisfaction Programs

The real success of any customer feedback program is determined by people, from management down to every individual that can affect the elements being measured, even indirectly. To make these kinds of programs really work, it’s essential to develop an end-to-end plan around people. This step is particularly important if recognition or rewards are attached to the results.

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Customer Satisfaction Surveys and Structured Improvement Efforts

Many of our customers conduct Customer Satisfaction surveys as part of a formal or semi-formal Quality/Process Improvement plan. Customer Satisfaction survey data fills a need to both measure key performance indicators and refine improvement efforts by disseminating "Voice of the Customer"feedback in the customer’s own words. Both are critical to any improvement effort. Some examples of structured approaches that make full use of Customer Satisfaction survey data are Six Sigma, ISO, and TQM.

There are many others. Moreover, many of our customers utilize survey data to its fullest extent without the need for a formal organizational improvement program. In other words, this type of research is not just for Six Sigma or ISO business, it is invaluable to all types of organizations.

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Volunteer Surveys as a Customer Satisfaction Measurement

The Question: Are there downsides to using feedback gathered by volunteer surveys as an indicator of customer satisfaction?

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Web or Phone: Which One?

These are popular choices for collection of customer satisfaction data, and sometimes there are questions about why they both thrive. Why hasn’t one overtaken the other?

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In-House Surveys vs. Outsourcing

Often, when calculating the cost to conduct surveys within their own company, managers do not account for a few key measurable expenses such as office space and other peripheral work necessities, telephone, reporting, survey management and, finally, the cost of poor quality. Just as important are the pitfalls to in-house surveying that don’t show up on the expense spreadsheet but which have a probable and undesirable affect on the actionability of the data being collected.

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The Problems with Paper

We see at least four important areas of concern, none of which have anything to do with saving forests, but rather are salient points for business people:
 
1)      Response usefulness and predictive ability
2)      Costs
3)      Ability to measure groups
4)      Effectiveness as a business tool

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