Tag Archives: Customer Satisfaction

Research Insighter Video: Text Analytics with Jiffy Lube & OdinText

Amy Raihill, the insights manager at Jiffy Lube, and Tom Anderson, founder and CEO of Anderson Analytics and OdinText, discuss a case study of the customer satisfaction surveys from franchised Jiffy Lube stores in this episode of TMREtv’s Research Insighter brought to you by the Market Research Event (TMRE).

Understanding and Utilizing:

Raihill discusses the success of the surveys at the local level and the under utilization of the data on a national level. She discusses the marriage of several systems of data and the predictive capabilities that can result in a better bottom line, how text data is tied with actual behavior of consumers can really help drive business impact.

Text Data vs. Social Media Data:

Anderson explains the over emphasis of social media and all the money used to fund it. He also mentions that most companies don’t even bother doing open-ended survey questions because of the hassle of dealing with all of the data. The reality is that listening to what customers have to say and responding is what companies should be doing. Raihill says that if companies miss what customers are saying then you miss the between the lines concept.

What Is the Next Step?:

According to Anderson the next step is predictive analytics. Exploration and tracking are a priority but the findings can then be put back into the program and the models can be put in real time to predict sales based on customers are saying. Anderson and Raihill both conclude by saying it is a shame that most companies are wasting their data by letting it sit and gather dust.

We recommend you watch it!

About the Author:

Ryan Polachi is a contributing
writer concentrating his focus on Marketing, Finance and Innovation. He
can be reached at rpolachi@IIRUSA.com.

Are you giving research responders what they want?

For the most part, researchers live off of surveys. The vast
majority of researchers specialize or have basic skills in writing surveys and
analyzing survey data. But in the last few years, many more tools have become
readily available to us.
We recently conducted a quick survey (there’s the first
bias!) asking people about their opinions to a number of different common
research methods (‘What is your opinion about participating in these kinds of
market research studies? Love, Like, Neutral, Dislike, Hate’). 
surveys were the favored method with 80% of more than 370 responders giving a
top 2 box response. Far behind surveys were communities at 49%, an interesting
result given that communities are a relatively new phenomenon. In third place at
44% was online focus groups. And in fourth place, mobile surveys received only a
32% approval rating, likely the result of our reliance on ancient survey designs
and our inability to keep up with the advanced features of smartphones. In last
place, face to face research generated approval from only 23% of people.
One of the main things we worry about as researchers is how
satisfied people are with the research process. We know that as satisfaction
declines, so do response rates. Well, one key feature of satisfaction is ensuring
that we allow people to participate in research using a method they like.
Let’s consider 18 to 24 year olds, the most coveted, fawned
after group of people that researchers want to listen to. Though 80% of people
approved of surveys, only 75% of young people did. What they wanted more than
any other age group was mobile surveys (56% vs 32%). We’d better step up our
mobile survey skills and technology!
What about people who have a lot of education, another
highly sought after group? While 73% of them approve of surveys, they are also more
interested in focus groups than average (39% vs 31%). Granted, getting people
to attend a focus group may be difficult but there is an important group of
people who like them and should be offered them.
Try an online focus group (51% vs 44%) if you’d like to interest
full-time employed people. Interested in higher-income people? Forget surveys
and go straight to communities (57% vs 49%). Need to listen to people from
different ethnicities? Try mobile surveys to interest African American people (41%
vs 32%), communities to interest Asian people (62% vs 49%), or focus groups to interest
Hispanic people (31% vs 44%).

So who hates face to face research more than researchers? With
just 13% approval, don’t even think about conducting face to face research with
women aged 18 to 24.

Annie Pettit, PhD is the Chief Research Officer at Peanut Labs, a company specializing in self-serve panel sample. Annie is a methodologist focused on data quality, listening research, and survey methods. She won Best Methodological Paper at Esomar 2013, and the 2011 AMA David K. Hardin Award. Annie tweets at @LoveStats and can be reached at annie@peanutlabs.com.

Customer Experience Geography: Map Out Your CX

Most companies have gotten the message that customer experience matters these days. As more organizations are focusing on the customer, they’re looking at how to improve customer satisfaction scores, but it’s not enough to improve call center performance or website usability. Today, we live in a multichannel world where channel-surfing customers hit all sorts of touchpoints before completing their task – it’s a journey.
Being successful at one touchpoint is good, but it doesn’t matter if you haven’t created a journey. In fact, 56 percent of all customer interactions happen across a multichannel journey.  A good customer journey map can be very powerful for your business, but can also become a huge project that sucks the life out of the team. According to Business2Community, here are some of the ways you can tackle learning about the terrain your customers go through just to buy your products.
Get Everyone Involved
Customer journey maps should identify each interaction a customer may have with your organization ‘ meaning understanding what the players within the organization are doing is critical. Asking stake holders to participate and share what they think happens in the journey and what interactions are supposed to happen can enlighten even the most connected participant.  The mapping process can be low tech or high-tech. If it’s your first trip to the Customer Journey Mapping rodeo, try keeping it simple because you can always add to it.
Invite Customers to Join
Once you have a basic understanding of the customer journey, ask customers to come help you with their perspective. The types of customers and business can have a big impact on which customers you invite into this process and how many, but even one can give you some insight. Invite them in to comment on the journey as you’ve mapped it, and invite them to tell you about their own journey. Customers can provide lots of insight, but don’t bribe customers because they won’t give you honest feedback.  
Check Your Data
Most organizations are rich with data these days. Big data is the buzz word of the moment, but little data works, too. Use your customer feedback surveys, your website analytics, your customer service reports, to inform the nuances of the journey. Look for patterns and work backwards to determine where the journey breaks down. ‘Talk to the hand!’ Most unhappy customers leave without providing feedback.
Listen to What They are NOT Saying
Many customers don’t tell you directly that they are unhappy. They go to the online forums, social media communities and blogs, so be sure to keep searching to see what they’re really saying.

Amanda Ciccatelli, Social Media Strategist at IIR USA, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the tech industry.  She can be reached at aciccatelli@iirusa.com. Follow her at @AmandaCicc. 

Personalize Your Customers’ Experience without Getting Too Personal

Nowadays, organizations are using technology to create a personalized customer experience (CX). But, they must remember that when it comes to collecting customer information, it isn’t just business, it’s personal. These days, customers are becoming much more comfortable with providing personal information in exchange for an improved CX.
In fact, in the recent Cisco Customer Experience Report which surveyed over 1,500 customers across the globe:
  • 49 percent would allow retailers to collect personal shopping data in exchange for a more personalized experience.
  • 54 percent are comfortable with retailers storing purchase history in exchange for increased personalized value.
  • 65 percent are comfortable receiving mobile retail advice based on current location as detected through their mobile device.

When it comes to providing personal information, there is an increased level of trust between the customer and the organization. In the report, 69 percent of customers said they would be willing to give their bank personal information if it meant they could receive more personalized services, but 57 percent said they don’t want their bank to share any of the personal information.  
There is such a thing as too much information, and organizations must be cautious to keep customers happy. According to Business2Community, here are three ways to begin personalizing the CX without getting toopersonal:
  1. Call the Customer by Name ‘ Saying a person’s name is one of the best things a brand can do to improve the CX. While incorporating a name into the CX may seem simple, you must use correct spelling, pronunciation and never ask the customer to repeat it.
  2. Deliver Custom Content – If you know what your customers are searching for, give it to them. Whether its product or service related content based on past or recent purchases, or customer service content based on frequently asked questions, personalized content is proven to improve the CX.
  3. Ask the Right Questions – Increase the completion rate of customer surveys, as well as customer satisfaction, by personalizing feedback requests by tailoring the questions. Consumers lose motivation for completing surveys with numerous questions, when only some of the questions matter to them. 

8 Ways to Create a Competitive Customer Experience

In today’s connected world, customers have more choices than ever before. So, they have fewer reasons than to do business with brands that don’t provide exceptional experiences. After all, customer experience is the total of all interactions that customers have with a brand, and their perception is the end result.
Interactions offer opportunities for companies to learn more about the customer’s needs and to strengthen the relationship. In fact, customer experience is one of the few remaining sources of competitive advantage. If you want a competitive advantage, follow these eight steps to great customer experience from a new book, ‘Attack of the Customers,’ by Greg Gianforte, founder of RightNow Technologies, Inc. and Paul Gillin.
1. Establish a Knowledge Foundation
The first step in delivering an exceptional customer experience is establishing a knowledge foundation that should contain knowledge about your products and company and your customers. Employees can rely on the knowledge foundation to enhance customer interactions, while customers can use it for self-service. Gianforte suggest that once it’s running, determine where the knowledge gaps are by capturing customer questions and business responses. Then, organize the information in the knowledge base for easy access and provide a way for customers to use it to answer their questions.
2. Empower Customers with Self-Service
Provide customers access to the knowledge foundation created in step one so they can find the information they need whenever they want it. According to Gianforte, self-service options benefit both customers and your company – providing speed, round-the-clock service, and effectiveness, load-balancing and first-contact resolution.
3. Empower Frontline Staff
When creating a great customer experience, you also have to empower front line staff who interact with customers to exceed expectations. By giving frontline employees the means to go beyond the basics of customer support, you can create raving fans. You can start by making sure that frontline employees have all the information they need about customer’s previous interactions so that employees can personalize the conversation.
4. Offer Multichannel Support
Multi-channel options aren’t a choice for organizations, they’re a requirement for business, according to Gianforte. To deliver consistently excellent customer experiences while offering customers a choice of channels, all customer interactions must be unified. Everyone interacting with customers should be able to see all relevant previous exchanges, regardless of the channels. A knowledge foundation  not only helps enable this, it also makes reporting a lot easier. If customers have trouble finding what they need via one channel, they should be able to quickly switch to another, otherwise they may become disinclined to use self-service again.
5. Listen to Your Customers
Delivering an excellent customer experience is impossible if you don’t have a systematic way to listen. Effective listening sharpens focus and enables you to correct problems before they escalate. Start by have a person who understands social networks listen for your products trademarks, as well as those of your competitors, market categories, and related issues of interest. In addition, instead of waiting months for the results of a formal customer survey, ask customers for feedback at the time of interaction.
6. Design Seamless Experiences
In many organizations, multiple teams interact with customers, yet they don’t work with one another. To break down walls, consider your organization from the customer’s perspective. Evaluate cross-departmental processes and how they might be automated with software to provide a seamless customer experience. According to Gianforte , Build rich customer profiles that show front line employees all the customer attributes they need; use customer information to drive specialized attention; make workflow rules flexible and give managers the ability to implement workflow rules without technical staff; move support online; give nontechnical staff tools that allow them to post Web content; and automate certain customer communications.
7. Engage Proactively with Customers
‘Many companies take the ‘emergency room’ approach to dealing with customers. They wait until the ‘patient’ is brought in on a stretcher and then practice triage,’ explained Gianforte. Little consideration is given to what caused the problem. Instead, organizations should be focused on addressing the factors that erode customer satisfaction. By understanding your customers and their history, you can move your customer experience from the emergency room to the fitness center.
8. Measure and Improve Continually
Keep in mind that success is a process, not an event, said Gianforte. Even if you do the first seven steps perfectly, you need to continually measure your performance and foster a culture that drives improvement. One way to do this is by paying attention to competitors that are recognized for service. It’s also helpful to network with peers, via conferences, or sponsored events. Keep measuring performance, via metrics like customer satisfaction, and conversion rates.
The above steps provide a starting place for organizations to transform customer experience. While it makes most sense to implement them in the order described, you can apply them differently depending on your situation. Gianforte  notes that what is most important is that they help you make customer experience the top priority.

The 5 Must Haves for a Successful Customer Experience Strategy

Today, businesses want customers to be loyal, try new products, and become advocates who spread good news about the business. In order to accomplish this, businesses need a strong customer experience strategy that encompasses digital channels, while still remaining efficient without losing sight of metrics.
How does this get accomplished? Well, for instance, after hours spent in the boardroom, say a company’s customer experience strategy is designed and deployed. Months pass and the contact center productivity measures are solid, employee engagement has dropped a little, but the customer satisfaction metrics haven’t moved.
The CEO might say, ‘Why isn’t this working? Do the advisors simply not care about our customers?!’ That is where most customer experience strategies fail. For a customer experience strategy to be successful, it has to be built into the DNA of the business and not just be “A Project.’
That being said, Dougie Cameron, founder of Addzest Consulting, told Customer Think the top five things that foster a positive environment for customer experience to thrive:
Co-create the strategy with advisors and customers.
They are the ones that know what needs to be fixed. If you involve them, they become part of the cultural transformation.
The cultural transformation can’t be kept in silos.
It must be embedded everywhere from product development through to marketing ‘ no-one should be immune.
Customer experience isn’t about apps.
Bolting a fancy Web solution onto a bad process doesn’t fool a customer.
Old metrics don’t work.
Focusing on productivity measures in customer operations means that there is no for advisors to just ‘do the right thing’ for the customer. Operational empowerment is what separates the great customer focused companies from the wannabes. 
Trust the front line.
Trust pays dividends and customers can feel it in their conversations. Train what ‘the right thing’ looks like and leave out the rule book. 

NACCM 2010: The Customer Is ALWAYS Right!

Presented by: Stew Leonard, Jr., President, STEW LEONARD’s

Rule 1: The customer is always right. Stew Leonard’s strives to have their customer leaving happy. The customer is not always right, but they should leave happy. Figure out what they want and let them leave the story happy.

At the entrance of the story, there is a rock that says ‘The Customer is always right.’ A customer wanted to purchase one, so Leonard had them produced. They didn’t do their research, and found out that not many of their customers wanted them either.

Opportunity with customer service: No way to monetize it, but if they are happy, customers will keep giving back to your store.

Goal: Get the person who is paying to walk out with a smile.

Start something in a small part of your business and let it grow. This goes for the new ideas and customer service. A customer suggested that their fish weren’t prepackaged, so they did so and their fish sales tripled. The same happened when they allowed loose strawberry sales.

Teamwork is a very important part of great customer service. It can’t be a great place to shop unless it’s a great place to work. This involves listening to your employees. It’s important to build a respect for the management within your organization to improve upon your customer service. Growth from within is also key. By promoting from within, the employees understand the values that Stew Leonard’s is based on.

McDonalds sees drop in customer service

McDonalds has seen a 4.3% drop in customer satisfaction in 2010. While sales grew, it faced it’s largest drop in customer satisfaction, from 70/100 in 2009 to 67/100 this year. This comes with same store sales earnings increasing. So while they have seen huge increases in sales, they’re seeing these customer satisfaction scores fall.

Claes Fornell, founder of the ACSI, commented:
“This may seem somewhat paradoxical in view of McDonald’s sales growth over the past year, particularly compared to the competition. But as increasingly frugal consumers have made price more salient, McDonald’s acquired more customers. These newcomers seem less satisfied, and were it not for the economy some of them would probably rather eat somewhere else.”

Read the full article here.

While consumers are flocking to McDonalds in higher numbers, is it natural that more consumers are going to walk out of McDonald’s unsatisfied? What type of market research can be done to better understand the consumers that have lead to the increase in sales at McDonalds?

Free Web Seminar – How SimplexGrinnell Increased Customer Advocacy by over 200%: Moving Beyond NPS Metrics

Often companies are focused entirely on satisfaction scores which are only the first step in truly understanding customer satisfaction. In order to respond to customer feedback, and increase satisfaction you must understand the meaning behind the score to be able to anticipate customer needs.

Join us to hear how SimplexGrinnell developed a process not only to measure the quality of customer relationships, but also to take action to exceed customer expectations.

Karl Sharicz, Manager of Customer Intelligence, SimplexGrinnell
Bill Herald PhD, Research Consultant, MarketTools

Register here
Mention priority code MWS0033BLOG

Free Web Seminar – How SimplexGrinnell Increased Customer Advocacy by over 200%: Moving Beyond NPS Metrics

Often companies are focused entirely on satisfaction scores which are only the first step in truly understanding customer satisfaction. In order to respond to customer feedback, and increase satisfaction you must understand the meaning behind the score to be able to anticipate customer needs.

Join us to hear how SimplexGrinnell developed a process not only to measure the quality of customer relationships, but also to take action to exceed customer expectations.

Karl Sharicz, Manager of Customer Intelligence, SimplexGrinnell
Bill Herald PhD, Research Consultant, MarketTools

Register here
Mention priority code MWS0033BLOG