“Hearts and minds”using survey data to improve the customer experience

Stephen Hampshirehttp://customersatisfaction.typepad.com

Get the right data

Build the bridge from data to

action

Keep the momentum

Get the right data

Getting the right balance of quant. & qual.

What customers want to say, not what you want to know

The survey basics—boring, but important

Ask the right questions

Getting the right balance of quant. & qual.

What customers want to say, not what you want to know

The survey basics—boring, but important

% satisfied is a very weak measure

Satisfaction Index™

10 point numerical scale

% “satisfied”

5 point verbal scale

Company 1

Company 2

Company 3

Company 4

Company 5

79%

85%

88%

90%

92%

65

67

71

74

76

Use a tough measureUse a tough measure

if you want to improveif you want to improve

85%

67

Frequency

Up to date information

Good fit with MI

Fast changing markets

Large customer base

Event-driven

B2C

Can become wallpaper

Big impact

Easy to see improvement

Stable markets

Small customer base

Relationship

B2B

Keeping the spotlight on

Getting the right balance of quant. & qual.

What customers want to say, not what you want to know

The survey basics—boring, but important

Measurement is important…5 6 7 8 9 10

Quality of interviewing (44)

Understanding your requirements

Credibility of the methodology

Level of insight provided into the results

Actionability of the results

Expertise of your Client Manager

Keeping to deadlines

Quality of any written reports

Expertise of research staff

Handling of any problems (22)

Value for money

Understanding your business

Helpfulness of staff

Quality of any Client Manager’s presentation

Flexibility of the The Leadership Factor

Speed of response to any requests or queries

Partnership approach

Keeping you updated on project progress

Proactivity of staff

Benchmarking information provided

1.0

0.5

0.3

0.7

0.7

0.0

0.1

0.2

0.2

0.1

0.8

0.3

0.7

0.2

0.4

0.6

0.5

0.3

0.1

0.3

…but show people real customers

“Gimmicks” can be effective

”“

The voice of the customer

There was no toilet paper, and no coat hooks

on the door. The female toilet area is too

small.

The toilets are small and grotty, very very

poor. They are not clean enough and have not

been decorated for years.

The toilets are smelly and could do with an air

freshener or fan. Getting ready for

refurbishment, they're a bit dingy.

The toilets are very cramped. There is water

everywhere from the sink and the toilet.

Not spacious and very tatty. No loo roll and

bits of paper on the floor.

The toilets are dreadful. I went in one which

had a baby changing unit and thought that I

would never change a baby in there if I had

one. There was no toilet roll.

The toilets are clean, but very very small and

out of date.

They are really cramped, so they get dirty and

messy quickly.

The toilets are disgusting, horrible and old.

They need a good clean and decorating. They

are also very small.

The toilets are shabby. The toilets themselves

had yellow stains. They are very squashed and

you have to back into them so you can get out.

One tiny toilet in the whole place. Horrible. You

have to wait in the hallway if someone is using

it. It really lets the place down.

The toilets are grotty. They are cheap, nasty

and not in keeping with the rest of the

premises.

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 bridgefrom data to action

Engage staff

Involve customers

Focus

Vs.“ 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

Good employees beat systems

“ Why is it that every time I ask for a pair of hands,

a brain comes attached? ”

Henry Ford

Step 1 – engage them with you

“ Customers don’t come first. Employees come

first. If employees are treated right then service

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

Are more profitable

It costs 5-20 times more

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 PFIsright 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

The efficiency of the service

The accuracy of the service

Ease of completing your enquiry

Speed of resolution

Treating you as a valued customer

Staff listening to you

Staff doing what they say

Understanding your enquiry

Attitude

Professionalism

Helpfulness

Knowledge

Speed of getting through to a person

9.35

9.4

9.45

9.5

9.55

9.6

9.65

9.7

0.65 0.70 0.75 0.80 0.85

Impact

Importance

GIVENS SATISFACTIONDRIVERS

MARGINALSHIDDENOPPORTUNITIES

Not all PFIs are the same

•Maintainers

•Reduce variation

•Six sigma

•Average

•Bonuses

•Enhancers

•Innovation

•Lean

•Co-creation

•Intrinsic rewards

Tragics and magics

7.1%

4.8%

6.4%

6.7%

5.6%

3.9%

4.6%

6.3%

7.6%

7.1%

3.9%

8.1%

9.7%

67.3%

68.2%

68.2%

67.9%

65.2%

69.0%

66.1%

67.8%

65.2%

53.0%

68.5%

64.6%

39.5%

Staff doing what they say

Staff listening to you

The accuracy of the service

The efficiency of the service

Staff understanding your enquiry

Attitude of staff

Helpfulness of staff

Treating you as a valued customer

Ease of completing your enquiry

Knowledge of staff

Professionalism of staff

Speed of resolution

Speed of getting through to a person

1-5 9/10

The perfect call

No

No

No

No

Used

Yes

3+ times

No

No

No

No

No

Yes

Yes

Yes

Yes

No

Didn't use

Yes

Once

Yes

Yes

Yes

Yes

40 50 60 70 80 90 100

Automated service

Transferred

Transferred

Once, requested another service

Twice, requested another service

3+ transfers, requested another service

Once, person used name

Twice, person used name

3+ transfers, person used name

Once, person resolved query

Twice, person resolved query

3+ transfers, person resolved query

Talk (and listen) to customers

PFIs to actions

Re-measure

When?

Survey results

Decisionon actions

Internalfeedback

Customersnotice

improvements

Customerattitudechange

Surveyupdate

Customerfeedback

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?