Customer Satisfaction Management
Article Index
Customer Satisfaction Management
Expert Opinion
Survey and Research
Example Cases
Measure and Evaluate
Self-Assessments
Summary of Best Practices
Words of Wisdom
Conclusion
References

Survey and Research Data

Customers Harder to Impress

Respondents to a 2009 Convergys survey of some 2,000 customers from the United States and United Kingdom revealed that:

  • 548% believed that organisations “did not know, and did not care” about their needs or their experiences, citing problems such as rude customer service staff, receiving wrong information, and employees who never solved problems
  • 56% reported that companies seemed to do nothing with the feedback they received
  • 42% reported that following a bad experience they would leave without saying why, and nine out of ten would tell their friends and colleagues about the bad experience
  • Although some 80% reported satisfied expectations and exceptional service, 36% of the time, most people would leave for better value
  • 78% believed that service trumped personalized features, and 86% believed that service defined a brand
  • 55% of both the United States and United Kingdom respondents preferred automated resolution to waiting to speak on the phone. [6]

Customer Satisfaction Measurement in Europe

A service quality and satisfaction survey examined data from 564 customers of dentists in Germany, France, and Portugal. The following results were obtained:
  • measures of customer satisfaction were found to be constant across the three countries
  • customer satisfaction was greater—and service quality perceived as higher—when customer expectations were greater
  • significant differences in perceived service quality and customer satisfaction were observed among respondents that had received a similar service encounter (this indicated that a pan-European approach was apparently not an optimal strategy)
  • the service quality perceived and customer satisfaction expressed by both French and Portuguese respondents were not significantly different
  • in Germany, service quality providers had to work harder to “delight” customers in regard to service quality perceptions and customer satisfaction. [7]

 Customer Satisfaction Surveys What Customers Want from Suppliers

According to a 2009 Convergys survey, customers in the United States wanted service providers to:

  • have knowledgeable employees (65%)
  • understand their needs early in the relationship (64%)
  • treat them as valued customers (62%)
  • demonstrate a desire to meet their needs (54%)
  • provide value for money (49%)
  • have courteous employees (45%)
  • be a brand that they could trust (43%)

The study indicated that customers were not very forgiving of any breaches in service. When organisations did not meet expectations, failed to admit responsibility for an error or made no attempt to correct an issue that had been brought to their attention, customers tended to leave without warning. [8]

Fig4

Attributes to Improve Satisfaction

A study of customer satisfaction analysed the responses of 656 participants from a full year’s worth of customer satisfaction surveys conducted by a United States organisation. Customers were asked for their opinion of the most important attributes required to meet customer needs and generate high levels of satisfaction. The following attributes were reported:

  • being an effective role model of organisational values, and
  • effectiveness in hiring talent.

The top leadership element correlating with market performance was an ability to clearly communicate organisational goals. This quality not only scored a top-ranking correlation with performance, it was also the item on which high performers had the greatest average score, and— perhaps most significantly—had the biggest gap between higher and lower performers. Other key elements included:

  • courtesy
  • a convenient time for the scheduled service
  • on-time arrival for the service requested
  • meeting customer expectations
  • neatness and cleanliness
  • answers to questions about the service
  • competitive pricing
  • quality of the products
  • overall value. [9]

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