The fundamental concept of business-to-business CRM is frequently identified as allowing the larger business to be as responsive to the needs of its customer as a small business. In the early days of CRM this became translated from “responsive” to “reactive”. Profitable larger businesses understand that they need to be pro-active to find [listening to] the views, concerns, needs and levels of satisfaction from their customers. Paper-based surveys, including those left in hotel bedrooms, generally have a low response rate and are usually completed by customers who have a grievance. Telephone-based interviews are frequently affected by the Cassandra phenomenon. Face-to-face interviews are pricey and can be led by the interviewer.
A large, international hotel chain wanted to get more business travellers. They decided to conduct a customer satisfaction survey to find out the things they needed to enhance their services for this type of guest. A written survey was put into each room and guests were motivated to fill it up out. However, if the survey period was complete, your accommodation found that the sole those who had completed the surveys were children as well as their grandparents!
A large manufacturing company conducted the initial year of the items was created to get Customer survey. The initial year, the satisfaction score was 94%. The 2nd year, with the same basic survey topics, but using another survey vendor, the satisfaction score dropped to 64%. Ironically, concurrently, their overall revenues doubled!
The questions were simpler and phrased differently. An order in the questions was different. The format in the survey was different. The targeted respondents were with a different management level. The Entire Satisfaction question was placed at the end of the survey.
Although all customer care surveys can be used as gathering peoples’ opinions, survey designs vary dramatically long, content and format. Analysis techniques may utilize numerous charts, graphs and narrative interpretations. Companies often use a survey to check their business strategies, and many base their business plan upon their survey’s results. BUT…troubling questions often emerge.
Are the results always accurate? …Sometimes accurate? …Whatsoever accurate? Exist “hidden pockets of customer discontent” which a survey overlooks? Can the survey information be trusted enough to consider major action with confidence?
Because the examples above show, different survey designs, methodologies and population characteristics will dramatically modify the results of a survey. Therefore, it behoves a company to help make absolutely certain that their survey process is accurate enough to produce a real representation with their customers’ opinions. Failing to do this, there is not any way the organization can use the outcomes for precise action planning.
The characteristics of any survey’s design, and also the data collection methodologies employed to conduct the survey, require careful forethought to ensure comprehensive, accurate, and correct results. The discussion on the next page summarizes several key “rules of thumb” that must definitely be followed in case a survey is to become company’s most valued strategic business tool.
Survey questions should be categorized into three types: Overall Satisfaction question – “How satisfied are you currently overall with XYZ Company?” Key Attributes – satisfaction with key areas of business, e.g. Sales, Marketing, Operations, etc. Drill Down – satisfaction with issues that are unique to each and every attribute, and upon which action could be taken to directly remedy that Key Attribute’s issues.
The Entire Satisfaction question for you is placed after the survey so that its answer will be affected by a more thorough thinking, allowing respondents to have first considered answers to other questions. Market research, if constructed properly, will yield a wealth of information. The subsequent elements of design needs to be considered: First, the survey should be kept to your reasonable length. Over 60 questions in a written survey will end up tiring. Anything over 8-12 questions begins taxing mdycyz patience of participants in a phone survey.
Second, the questions should utilize simple sentences with short words. Third, questions should request an opinion on only one topic at the same time. For example, the question, “how satisfied are you with the services and products?” should not be effectively answered because a respondent might have conflicting opinions on products versus services.
Fourth, superlatives such as “excellent” or “very” must not be found in questions. Such words tend to lead a respondent toward an opinion.
Fifth, “feel good” questions yield subjective answers where little specific action can be taken. For example, the question “how do you feel about XYZ company’s industry position?” produces responses that are of no practical value when it comes to improving an operation.
Though the fill-in-the-dots format is among the most common types of survey, there are significant flaws, which may discredit the outcomes. For example, all prior answers are visible, which results in comparisons with current questions, undermining candour. Second, some respondents subconsciously tend to look for symmetry within their responses and be guided by the pattern of the responses, not their true feelings. Third, because paper surveys are usually categorized into topic sections, a respondent is much more apt to fill down a column of dots in a category while giving little consideration to each and every question. Some INTERNET surveys, constructed in the same “dots” format, often lead to the same tendencies, specifically if inconvenient sideways scrolling is necessary to answer a matter.
In a survey conducted by Xerox Corporation, over one third of responses were discarded as the participants had clearly run along the columns in each category as opposed to carefully considering each question.
TELEPHONE SURVEYS Though a telephone survey yields a more accurate response when compared to a paper survey, they may likewise have inherent flaws that impede quality results, like:
First, whenever a respondent’s identity is clearly known, concern over the possibility of being challenged or confronted with negative responses at a later date generates a strong positive bias in their replies (the so-called “Cassandra Phenomenon”.)
Second, studies have shown that people become friendlier as being a conversation grows longer, thus influencing question responses.
Third, human nature says that people want to be liked. Therefore, gender biases, accents, perceived intelligence, or compassion all influence responses. Similarly, senior management egos often emerge when attempting to convey their wisdom.
Fourth, telephone surveys are intrusive over a senior manager’s time. An unannounced call may create an initial negative impression in the survey. Many respondents may be partially focused on the clock instead of the questions. Optimum responses are based mostly on a respondents’ clear mind and free time, a couple of things that senior management often lacks. In a recent multi-national survey where targeted respondents were offered the choice of a telephone or some other methods, ALL chose the other methods.
Taking precautionary steps, including keeping the survey brief and making use of only highly-trained callers who minimize idle conversation, can help minimize the aforementioned issues, but will not get rid of them.
The goal of any survey is to capture an agent cross-portion of opinions throughout a group of people. Unfortunately, unless a majority of the individuals participate, two factors will influence the results:
First, negative people tend to answer market research more frequently than positive because human nature encourages “venting” negative emotions. A low response rate will usually produce more negative results (see drawing).
Second, a lesser amount of a population is less associated with the complete. For instance, if 12 folks are required to have a survey and 25% respond, then the opinions from the other nine folks are unknown and may be entirely different. However, if 75% respond, then only three opinions are unknown. The other nine will be more very likely to represent the opinions of the whole group. Anybody can believe that the higher the response rate, the more accurate the snap-shot of opinions.
Totally Satisfied vs. Very Satisfied ……Debates have raged on the scales utilized to depict degrees of client satisfaction. Recently, however, research has definitively proven which a “totally satisfied” customer is between 3 and 10 times more likely to initiate a repurchase, and this measuring this “top-box” category is quite a bit more precise than any other means. Moreover, surveys which measure percentages of “totally satisfied” customers rather than the traditional sum of “very satisfied” and “somewhat satisfied,” provide a more accurate indicator of economic growth.
Other Scale issues…..There are many rules of thumb that could be used to ensure more valuable results:
Many surveys provide a “neutral” choice on a five-point scale for people who might not want to answer a matter, or for people who are unable to produce a decision. This “bail-out” option decreases the quantity of opinions, thus diminishing the survey’s validity. Surveys which use “insufficient information,” as a more definitive middle-box choice persuade a respondent to make a decision, unless they just have inadequate knowledge to reply to the question.
Scales of 1-10 (or 1-100%) are perceived differently between age brackets. Those who were schooled using a percentage grading system often think about a 59% to become “flunking.” These deep-rooted tendencies often skew different peoples’ perceptions of survey results.
There are some additional details that will improve the overall polish of any survey. While market research needs to be an exercise in communications excellence, the event of getting a survey ought to be positive for that respondent, in addition to valuable for that survey sponsor.
First, People – Those in charge of acting upon issues revealed within the survey should be fully involved in the survey development process. A “team leader” should be responsible for making sure all pertinent business categories are included (approximately 10 is perfect), and this designated individuals take responsibility for responding to the outcomes for each and every Key Attribute.
Second, Respondent Validation – After the names of potential survey respondents have already been selected, they are individually called and “invited” to participate. This step ensures the individual is willing to accept the survey, and elicits a contract to do this, thus enhancing the response rate. It also ensures the person’s name, title, and address are correct, a place by which inaccuracies are commonplace.
Third, Questions – Open-ended questions are generally best avoided in favour of simple, concise, one subject questions. The questions also need to be randomised, mixing the topics, forcing the respondent to become continually thinking about another subject, and not building upon a solution from the previous question. Finally, questions should be presented in positive tones, which not only helps maintain an unbiased and uniform attitude while answering the survey questions, but provides for uniform interpretation of the results.
Fourth, Results – Each respondent gets a synopsis in the survey results, in both writing or – preferably – face-to-face. By providing at the outset to share the final results of the survey with every respondent, interest is generated along the way, the response rate increases, as well as the company is left using a standing invitation to return for the customer later and close the communication loop. Furthermore which provide a means of dealing and exploring identified issues on a personal level, but it often increases an individual’s willingness to sign up in later surveys.
A highly structured client satisfaction survey provides a great deal of invaluable market intelligence that human nature is not going to otherwise allow access to. Properly done, it may be a way of establishing performance benchmarks, measuring improvement with time, building individual customer relationships, identifying customers in danger of loss, and improving overall customer satisfaction, loyalty and revenues. If a clients are not careful, however, it could turn into a way to obtain misguided direction, wrong decisions and wasted money.