I’ve been working the past six months on a re-do of my company’s Client Satisfaction program. The element that is giving us the most trouble is our basic questionnaire: what do we want to know, and how do we want to ask it?
This is where I find the development of Client Satisfaction surveys get interesting – is the data your asking for the data you need?
With every sample questionnaire, I find myself mocking up a sample report. This is my own test — do I think these questions and subsequent data points can provide the analysis we want? If I find myself struggling to include a question from the survey into the overall report, I tend to remove the question entirely. If I’m not going to use the data, why bother asking the client to provide it?
Presentations largely stand or fall on the quality, relevance, and integrity of the content. If your numbers are boring, then you’ve got the wrong numbers. If your words or images are not on point, making them dance in color won’t make them relevant
I’m finding the same is true with satisfaction surveys. If at the end of the day, you can’t provide the business with strategic insights from the data you’ve collected, it doesn’t matter if you asked the most sophisticated questions or dressed up your data in a fancy charts. If you don’t ask your clients for the information you really want, you’re not going to get the data you really need. So next time you sit down to think about surveying your clients, ask yourself: What am I really trying to learn?
First, know what the financial contributions of “excellent service” mean to the business. We worked with one .com company and found that a Promoter (a customer that loves them) was worth 28% more than the “average” customer, and that a “Detractor” (a very unhappy customer) was worth almost $Zero due to costs of service, negative referral impact, and low repurchase rates.
Next, know what creates Promoters and/or Detractors. If the individual call-center agent is a key driver of customer loyalty then it’s important to focus there. On the other hand, if it’s the team as a whole (e.g. meeting service levels or working with the back-office) then compensating the team may be more appropriate. Or, perhaps the front-line has little to do with loyalty at all; maybe customer expectations and resulting loyalty is more set and met by marketing, by the product, by fulfillment, or even by the competition. Knowing this should help optimize the investment in additional spend.
Third, communicate these facts to the organization and get the right actions. Then you can share the wealth when “improvement” comes into play. You may find it appropriate to bonus based on improvement in existing financial metrics (which I like to call “naturally occurring incentives”). Or, as an interim step after you determine the appropriate leading indicators of profitable growth, you may “stoke the fire” by comp’ing on other metrics such as measures of customer engagement or percent improvements in scores (with the caveat that improvement is tougher if one is already at the top of their game, and more on this is here.).
I think most companies don’t do this work because it takes time and diligence. It’s often easier to throw some money at several areas and see what works. In my experience the only thing wrong with that approach is that it can be very expensive if the wrong bets are made. I appreciate thoughts from the community – what practices have you seen work well?