“Hearts and minds”
using survey data to improve the customer experience
Stephen Hampshire
http://customersatisfaction.typepad.com
Get the
right data
Build the bridge
from data to
action
Keep the
momentum
Get the right data
What customers want to say,
not what you want to know
The survey
basics—boring,
but important
Getting the
right balance of
quant. & qual.
Ask the right questions
What customers want to say,
not what you want to know
The survey
basics—boring,
but important
Getting the
right balance of
quant. & qual.
% satisfied is a very weak measure
% “satisfied”
Satisfaction Index™
5 point verbal scale
10 point numerical scale
Company 1
79%
65
Company 2
85%
67
Company 3
88%
71
Company 4
90%
74
Company 5
92%
76
85%
Use a tough measure
if you want to improve
67
Frequency
Up to date information
Big impact
Good fit with MI
Easy to see improvement
Fast changing markets
Stable markets
Large customer base
Small customer base
Event-driven
Relationship
B2C
B2B
Can become wallpaper
Keeping the spotlight on
What customers want to say,
not what you want to know
The survey
basics—boring,
but important
Getting the
right balance of
quant. & qual.
Measurement is important…
5
Quality of interviewing (44)
Understanding your requirements
6
7
8
9
10
1.0
0.5
Credibility of the methodology
Level of insight provided into the results
Actionability of the results
0.3
0.7
0.7
Expertise of your Client Manager
0.0
Keeping to deadlines
0.1
Quality of any written reports
0.2
Expertise of research staff
0.2
Handling of any problems (22)
Value for money
Understanding your business
0.1
0.8
0.3
Helpfulness of staff
0.7
Quality of any Client Manager’s presentation
0.2
Flexibility of the The Leadership Factor
0.4
Speed of response to any requests or queries
0.6
Partnership approach
0.5
0.3
Keeping you updated on project progress
Proactivity of staff
Benchmarking information provided
0.1
0.3
…but show people real customers
“Gimmicks” can be effective
The voice of the customer
NotThere
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Discussion
Is your survey asking what customers want
to say, or what you want to know?
What is your methodology?
How do you manage the balance between
quantitative and qualitative data?
Build the bridge
from data to action
Engage staff
Involve
customers
Focus
Good employees beat systems
“ Why is it that every time I ask for a pair of hands,
a
brain comes attached? ”
Henry Ford
“ Techniques don’t produce quality products or pick
up the garbage on time; people do, people who
care, people who are treated as creatively
contributing adults. ”
Tom Peters
Step 1 – engage them with you
Employees come
first. If employees are treated right then service
“ Customers don’t come first.
will follow.”
Richard Branson
Show them where to change
Map the customer journey
“Doing best what matters most”
Think like a customer
Involve them
in making change
Prove it
Satisfied customers
Stay longer
Buy more
Pay more (9% on average)
Recommend more
Complain less
Cost less to service
It costs 5-20 times more
Are more profitable
to win a new customer
than to keep an existing one
The $4,000 pizza customer
$8 x 50 weeks x 10 years
UGRs, not words, drive behaviour
The only time anyone gets spoken to by the boss is
when something is wrong
The company talks about good customer service,
but we know they don’t really mean it, so we
don’t really have to worry about it
We go through the motions with our bosses, once
they’ve gone we do what we want
Best practice—staff
“You can only remember 3 things”
It has to come from the top
Ownable results
Healthy competition
Prove it matters
Engage staff
Involve
customers
Focus
Google search trends (UK)
Engage staff
Involve
customers
Focus
Priorities
help staff
and
customers
But are PFIs
right for
everyone?
Discussion
•Do satisfaction-based bonuses work?
•Where could (does) co-creation fit in your
service delivery?
•Do PFIs work for you?
Keep the momentum
Talk (and listen) to
customers
PFIs to
actions
Re-measure
Showing that you listen
Channels
Perfect Pint of Guinness
Manchester United
Capio
“
Perception is reality.
Tom Peters
”
Best practice—customers
Make it relevant (tailored?)
The dog muck theory
Notice change
Link change to survey
Impact on response rates
Talk (and listen) to
customers
PFIs to
actions
Re-measure
Satisfaction drivers
9.7
GIVENS
SATISFACTION
DRIVERS
Staff doing what they
say
Staff listening
to you
9.65
The accuracy of
the service
9.6
The efficiency
of the service
9.55
Importance
9.5
Understanding your
enquiry
Attitude
Helpfulness
9.45
Treating you
as a valued customer
9.4
Knowledge
Ease of completing your
enquiry
Professionalism
MARGINALS
Speed of getting
through to a person
9.35
0.65
Speed of resolution
0.70
0.75
Impact
0.80
0.85
HIDDEN
OPPORTUNITIES
Not all PFIs are the same
•Maintainers
•Enhancers
•Reduce variation
•Innovation
•Six sigma
•Lean
•Average
•Co-creation
•Bonuses
•Intrinsic rewards
Tragics and magics
1-5
9/10
Staff doing what they say
7.1%
67.3%
Staff listening to you
4.8%
68.2%
The accuracy of the service
6.4%
68.2%
The efficiency of the service
6.7%
67.9%
Staff understanding your enquiry
5.6%
Attitude of staff
3.9%
Helpfulness of staff
4.6%
66.1%
Treating you as a valued customer
6.3%
67.8%
Ease of completing your enquiry
7.6%
Knowledge of staff
7.1%
Professionalism of staff
3.9%
Speed of resolution
8.1%
Speed of getting through to a person
9.7%
65.2%
69.0%
65.2%
53.0%
68.5%
64.6%
39.5%
The perfect call
40
50
60
70
80
Automated service
Used
Transferred
Once
Once, requested another service
No
Twice, requested another service
No
3+ transfers, requested another service
Yes
No
Yes
No
Yes
No
Yes
Once, person resolved query
No
Twice, person resolved query
3+ transfers, person resolved query
Yes
Yes
No
Once, person used name
3+ transfers, person used name
No
3+ times
Yes
No
No
Yes
Yes
100
Didn't use
Yes
Transferred
Twice, person used name
90
Talk (and listen) to
customers
PFIs to
actions
Re-measure
When?
Survey
update
Survey
results
Customer
attitude
change
Decision
on actions
Internal
feedback
Customers
notice
improvements
Customer
feedback
Do something
Discussion
•What has actually led to action in the past,
for you?
•How often do you talk (openly) with
customers about satisfaction?
•What problems have you experienced with
momentum?
Any questions?